Abstract
The aim of this article is to analyze cultural firms’ evolution, in terms of strategic management, in a global era. As regards the methods, we propose a methodological approach based on the combination of Resource Based Theory and Service Dominant Logic, according to which “customers do not buy goods or services: they buy offerings which render services which create value”. According to this perspective, cultural firms need to manage the strategic interaction between internal/external resources (territorial factors and firm specific resources) and internal/external networks (including customers and trade actors). In this process, the customer becomes a strategic resource: he/she is involved in cultural activities (i.e. edu-tainment) and becomes value co-producer and co-creator. In this optic, cultural activities have to be connected to the territory, in order to be real attractive factors, connected with local identity. This can be the new horizon for cultural firms to become competitive on the global market.
Highlights
Cultural attractive factors are part of a very difficult scenario, in which the static cultural site, museum seems not to be attractive any longer
The customer becomes a strategic resource: he/she is involved in cultural activities and becomes value co-producer and co-creator
In order to understand the change of the museum management in recent years, this study analyzes three of representative cases of modern and contemporary arts: the MADRE Museum in Naples, the CAM (Contemporary Art Museum) in Casoria near Naples, the MAXXI foundation in Rome, comparing the most innovative approaches characterizing them
Summary
Cultural attractive factors are part of a very difficult scenario, in which the static cultural site, museum seems not to be attractive any longer. The first two functions “conservative” and “exhibition” are due to basic services of the museum offer, while the third function (Solima, 1998, 1995) develops a series of activities that aim to a museum’s enrichment, and to an increase in profits (Baldassarre, 2009). This function grows out from the need to develop greater competitiveness against other competitors. The situation has been changing when people have started to consider and appreciate the historical and artistic heritage, not just according to its intrinsic value, www.ccsenet.org/ijms
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
