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The Performance of Museums and Other Cultural Institutions

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  • Thomas Gstraunthaler
  • Martin Piber

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.

Suggested Citation

  • Thomas Gstraunthaler & Martin Piber, 2012. "The Performance of Museums and Other Cultural Institutions," International Studies of Management & Organization, Taylor & Francis Journals, vol. 42(2), pages 29-42, January.
    • Handle: RePEc:taf:mimoxx:v:42:y:2012:i:2:p:29-42
    DOI: 10.2753/IMO0020-8825420202
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    Cited by:

    1. Iveta Vrabková & Jiří BeÄ ica, 2021. "The Technical and Allocative Efficiency of the Regional Public Galleries in the Czech Republic," SAGE Open, , vol. 11(2), pages 21582440211, April.
    2. Martin Piber & Paola Demartini & Lucia Biondi, 2019. "The management of participatory cultural initiatives: learning from the discourse on intellectual capital," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 23(2), pages 435-458, June.

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