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Assessing and Improving the Effectiveness of Private Art Museums

In: Art Wealth Management

Author

Listed:
  • Alessia Zorloni

    (IULM University)

Abstract

This chapter addresses a practical managerial problem—how to design a performance framework for private art foundations—and aims to construct a model using balanced scorecard (BSC) architecture, which integrates quantitative and qualitative criteria and examines performance and accountability expectations from both an internal perspective and an external, public-oriented perspective. In this way philanthropic funders can better define, assess, and improve their effectiveness—and, as a result, their intended impact. The application of the balanced scorecard approach to a private museum is discussed in detail and conclusions regarding the use of the balanced scorecard in a not-for-profit organization are presented. The appendix gathers together interviews with renowned museum directors and sheds light on their attitudes toward performance assessment. The interviewees are: Julia Peyton-Jones (Co-Director, Serpentine Gallery), Lars Nittve (Director, M+), James Bradburne (Director, Pinacoteca di Brera) and Elizabeth Macgregor (Director, MCA Australia).

Suggested Citation

  • Alessia Zorloni, 2016. "Assessing and Improving the Effectiveness of Private Art Museums," Management for Professionals, in: Alessia Zorloni (ed.), Art Wealth Management, pages 37-66, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-319-24241-5_3
    DOI: 10.1007/978-3-319-24241-5_3
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