The Performance of Museums and Other Cultural Institutions

Abstract

This article investigates the performance measurement and evaluation practices of cultural organizations and inquires how "performance" is understood, measured, and communicated to various stakeholders. We analyze the practice of performance measurement in two in-depth case studies of European museums of contemporary art. The performance of museums consists of financial performance and qualitative issues, two sets of performance that are targeted by radically different measurement and evaluation practices. The former is more company-like and includes the measurement of organizational efficiency. The latter comprises professional judgments. As in any other organization, both sets of performance are the basis for operative and strategic decisions concerning strategies and budgets. In addition, they provide the basis for various reports to external constituencies. As the consequences stemming from these decisions are severe, an accurate information-generation process and adequate performance measurement systems are essential.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 22 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.