Abstract
Contrary to growing debates which have set out an increased digital literacy and engagement capability in museums as automatic effects of the pandemic, our research adopts a strategic and organizational standpoint in order to investigate the actual medium- and long-term effects. The paper, based on an interdisciplinary research conducted by Venice Ca’ Foscari University (Department of Management) and ICOM Italy, discusses the ontological premises and the organizational processes of change that are required to navigate the hybrid world through a post-digital mindset. In particular we consider the implications in the domain of interpretation, visitor experience, and management. Data has been gathered through a quali-quantitative methodology: twenty semi-structured surveys to museum leaders and hundred questionnaires to digital chief officers in Italy. The findings, although in different forms depending on the context, suggest that in order to be relevant in a post-pandemic world museums are revisiting their strategies in three areas: (1) space of agency (2) political responsibility (3) business model. The study analyzes the changes and implications of each dimension, which collectively suggest an increased focus on geographical proximity and outdoor space in order to address new social responsibilities as well as on global relations to rethink sustainability practices. Drawing on critical heritage studies, philosophy and management, as well as on additional data to be gathered in the remaining phases of the pandemic, future studies could further explore the ambivalence between international responsiveness and local relevance, as well as the performance of new roles in space.
Presenters
Nicole MoolhuijsenResearch Fellow, Department of Management, Venice Ca' Foscari University, Italy
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
2021 Special Focus: What Museums Post Pandemic?
KEYWORDS
DIGITAL TRANSFORMATION, STRATEGIC CHANGE, INTERPRETATION, MUSEUM AGENCY, SPACE MANAGEMENT, COVID-19
