Abstract
AbstractUsing a lifecycle model as a framework for identifying key moments of organizational maturity, this case study of a US art museum explores merger as a means for creating a turnaround. Even before the current coronavirus pandemic, many art museums found themselves facing the question of survival due to the ever‐rising fixed costs of remaining independent and the increasing competition for resources and audiences. DeCordova Sculpture Park and Museum, in Lincoln, Massachusetts, confronted this situation, requiring radical change to address a fiscal crisis. The result was an integration with Massachusetts’ largest preservation and conservation nonprofit. An analysis of our circumstances and process—including strengths and weaknesses, key strategic decisions, and mistakes—can offer lessons for other nonprofits in managing large‐scale change.
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