How a museum dies: The case of new entry failure of a Sydney museum

Burton, C

How a museum dies: The case of new entry failure of a Sydney museum

Burton, C

Permalink

Publication Type:: Journal Article
Citation:: Museum Management and Curatorship, 2007, 22 (2), pp. 109 - 129
Issue Date:: 2007-06-01

Closed Access

	Filename	Description	Size
	2006008775.pdf		273.36 kB	Adobe PDF	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Burton, C	en_US
dc.date.issued	2007-06-01	en_US
dc.identifier.citation	Museum Management and Curatorship, 2007, 22 (2), pp. 109 - 129	en_US
dc.identifier.issn	0964-7775	en_US
dc.identifier.uri	http://hdl.handle.net/10453/1160
dc.description.abstract	This article reports on a case study of a failed new entrant Sydney museum that entered the museum market in 1991 and exited in 1997. In tracking the trajectory of the new entrant museum, and the relationship between managers and stakeholders, factors can be isolated that enhance or erode value creation, capture and exchange. The study suggests that the framework of value creation, capture and exchange can be established as a template for assessing stakeholder relationships in the case of new entry. This particular case also highlights the conflicts and complexities inherent in repositioning government dependent, public good institutions to more market driven enterprises.	en_US
dc.relation.ispartof	Museum Management and Curatorship	en_US
dc.relation.isbasedon	10.1080/09647770701470302	en_US
dc.subject.classification	Sport, Leisure & Tourism	en_US
dc.title	How a museum dies: The case of new entry failure of a Sydney museum	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	22	en_US
utslib.for	2102 Curatorial and Related Studies	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	22	en_US

Abstract:

This article reports on a case study of a failed new entrant Sydney museum that entered the museum market in 1991 and exited in 1997. In tracking the trajectory of the new entrant museum, and the relationship between managers and stakeholders, factors can be isolated that enhance or erode value creation, capture and exchange. The study suggests that the framework of value creation, capture and exchange can be established as a template for assessing stakeholder relationships in the case of new entry. This particular case also highlights the conflicts and complexities inherent in repositioning government dependent, public good institutions to more market driven enterprises.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/1160