Abstract
English Public authorities in charge of museums have over the last decade been recommending the introduction of strategic management to the museum sector in the UK. However, in the local authority museum sector at least, the recommended procedure has not been as useful as is generally thought. This article delineates some of the distinctive features of museum organisation which have contributed to making the standard model of museum management difficult to operationalise in practice, and questions the basic assumptions of the model. The article concludes by calling for the need to enhance the relationship between organisation theory and policy analysis.
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