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Managerialisation processes and performance in arts organisations: the Archaelogical Museum of Bologna

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  • Zan, Luca

Abstract

The extension of management discourse to public-sector entities in Italy comes up against a particularly interesting case in museums and art organisations. Here more than anywhere else, perhaps, the rhetoric of managerialisation faces serious problems in understanding the nature of such anomalous organisations, and defining frameworks for representing their performances. In such a context management knowledge often leads to radical conflicts with well established professional discourses (museology, museography, history of art, etc.). Rather than a simplistic, pre-defined and ready-to-use exercise in "performance valuation", the article suggests a more modest approach, processual in nature, whereby performance representation is open to dialogue with the basic features of the substantive culture of the professionals and the central role they still occupy in the management of these kinds of organisation.

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  • Zan, Luca, 2000. "Managerialisation processes and performance in arts organisations: the Archaelogical Museum of Bologna," Scandinavian Journal of Management, Elsevier, vol. 16(4), pages 431-454, December.
    • Handle: RePEc:eee:scaman:v:16:y:2000:i:4:p:431-454
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    Cited by:

    1. Elena GORI & Silvia FISSI, 2013. "From Cash to Accrual Accounting: A Model to Evaluate the Performance of Public Museums," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 14(4), pages 519-541, October.
    2. Virginia Milone & Simone Pizzi, 2019. "Managing the Complexity through New Forms of Financial Reporting: A Multiple Case Study on Italian Public Museums," Administrative Sciences, MDPI, vol. 9(4), pages 1-14, December.

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