This thesis examines the concepts of value creation, capture and exchange in limiting the liability of newness for nonprofit museums entering the sector. There has been considerable examination of cultural value in relation to museums. However, little is known about how value is created, captured and exchanged for stakeholders in new museums. It is posited that value creation, capture and exchange constitute a value cycle. Through this value cycle management in new museums detects and limits the liability of newness. The ability to detect and limit the liability of newness enables the continuation of the museum. If the liability of newness is not limited, it may mean that a new museum exits the sector or is transformed. The concept of a value cycle is derived from an examination of the nonprofit management literature, aspects of the for-profit management literature and the arts and museum management literature. Value creation is a key concept in the three literature areas. Value creation in this context, is specifically defined as the worth of the physical manifestation of the museum. It resides in the building and the collection, services and programs within the building. It is suggested that this value needs to be transformed and consumed by a range of stakeholders. The transformation of value creation is denoted as value capture. Value capture is the appeal of programs, projects and activities. Value capture includes how well the products and services align with particular stakeholders, how accountable the managers are to stakeholders and how products and services are consumed by stakeholders. The measure of how managers have been able to capture value is in the realm of value exchange. Value exchange is the merit of programs, projects and activities. Value exchange is in the form of revenue raised through sponsorship; continuation of revenue investment by the principal stakeholder, the state; time and money transacted by visitors; and intangible exchange such as leadership and reputation enhancement through collaborations. A Value Cycle Framework of New Entrant Museums is then developed as a working analytical tool to assess how the value cycle operates and how the liability of newness is detected and limited by museum management. x The Value Cycle Framework is used to assess four cases. These case studies include the National Museum of Australia as a purpose built new entrant; the Australian National Maritime Museum as a purpose built new entrant; the Mint as a recycled new entrant; and the Earth Exchange as a refurbished new entrant. Each case is assessed discretely using secondary and primary source material and analysing qualitative data generated from interviews with key stakeholders. The cases are then compared in order to track similarities and differences in relation to value creation, capture and exchange. The research findings suggest that a value cycle is operating in relation to new entrant museums. This value cycle is dynamic and non-sequential. Until value creation is floated for a range of stakeholders it is difficult for managers to know the worth of their content, location or their building. Value creation is a nominal starting point, signifying the arrival of a new entrant in the museum marketplace. However, value capture is the zone that is the most vulnerable and volatile for managers of new museums. Typically in these case studies value capture includes a disruptive episode, such as a review process that indicates the liability of newness. Managers within the museum who can respond and resolve contradictions between museological beliefs and the demands of stakeholders (and in so doing limit the liability of newness) are likely to continue museum operations. Senior executives who find such reconciliation more difficult, jeopardize the future operations of the museum to such an extent that the museums close or are transformed within the museum sector. Through these four case studies a revised Value Cycle Framework is developed as an analytical device. This analytical framework can assist in understanding the processes involved in new entry for museums.

The 2-28 Incident is one of the most influential events in recent Taiwan history. The establishing the Taipei 228 Memorial Museum is running on build-operate-transfer way. The Taiwan Peace Foundation was the first nongovernmental foundation commissioned to manage the museum's operations, which were achieved remarkable success. Then the Taipei 228 Memorial Museum were taken over by the Taiwan Area Development Research Institute from June 1, 2000 to December 31, 2002. The Taipei City Government's Department of Cultural Affairs assumed management duties for the museum on January 1, 2003, because of the uneconomic manpower and administrative expenditure. Manages the museum by the government, always has been criticized in inefficient management. Especially limits under the budget funds and the organization manpower in it which shrinks, therefore this hall museum function also receives limits, the such disadvantageous management situation also reflects in the visit population. This research inquired into the Taipei 228 Memorial Museum in the past, the present and the future operation, will borrow the business management five big function concept on the organization, the finance, the museum¡¦s collection, the research, the exhibition and the education . Presenting the past and the present of the Museum. Finally on present situation and questions proposed this museum about the future management and suggestions.

This thesis examines the concepts of value creation, capture and exchange in limiting the liability of newness for nonprofit museums entering the sector. There has been considerable examination of cultural value in relation to museums. However, little is known about how value is created, captured and exchanged for stakeholders in new museums. It is posited that value creation, capture and exchange constitute a value cycle. Through this value cycle management in new museums detects and limits the liability of newness. The ability to detect and limit the liability of newness enables the continuation of the museum. If the liability of newness is not limited, it may mean that a new museum exits the sector or is transformed. The concept of a value cycle is derived from an examination of the nonprofit management literature, aspects of the for-profit management literature and the arts and museum management literature. Value creation is a key concept in the three literature areas. Value creation in this context, is specifically defined as the worth of the physical manifestation of the museum. It resides in the building and the collection, services and programs within the building. It is suggested that this value needs to be transformed and consumed by a range of stakeholders. The transformation of value creation is denoted as value capture. Value capture is the appeal of programs, projects and activities. Value capture includes how well the products and services align with particular stakeholders, how accountable the managers are to stakeholders and how products and services are consumed by stakeholders. The measure of how managers have been able to capture value is in the realm of value exchange. Value exchange is the merit of programs, projects and activities. Value exchange is in the form of revenue raised through sponsorship; continuation of revenue investment by the principal stakeholder, the state; time and money transacted by visitors; and intangible exchange such as leadership and reputation enhancement through collaborations. A Value Cycle Framework of New Entrant Museums is then developed as a working analytical tool to assess how the value cycle operates and how the liability of newness is detected and limited by museum management. x The Value Cycle Framework is used to assess four cases. These case studies include the National Museum of Australia as a purpose built new entrant; the Australian National Maritime Museum as a purpose built new entrant; the Mint as a recycled new entrant; and the Earth Exchange as a refurbished new entrant. Each case is assessed discretely using secondary and primary source material and analysing qualitative data generated from interviews with key stakeholders. The cases are then compared in order to track similarities and differences in relation to value creation, capture and exchange. The research findings suggest that a value cycle is operating in relation to new entrant museums. This value cycle is dynamic and non-sequential. Until value creation is floated for a range of stakeholders it is difficult for managers to know the worth of their content, location or their building. Value creation is a nominal starting point, signifying the arrival of a new entrant in the museum marketplace. However, value capture is the zone that is the most vulnerable and volatile for managers of new museums. Typically in these case studies value capture includes a disruptive episode, such as a review process that indicates the liability of newness. Managers within the museum who can respond and resolve contradictions between museological beliefs and the demands of stakeholders (and in so doing limit the liability of newness) are likely to continue museum operations. Senior executives who find such reconciliation more difficult, jeopardize the future operations of the museum to such an extent that the museums close or are transformed within the museum sector. Through these four case studies a revised Value Cycle Framework is developed as an analytical device. This analytical framework can assist in understanding the processes involved in new entry for museums.

This study explores how Bakoni Malapa Northern Sotho Open Air Museum situated outside Polokwane, Limpopo province is surviving in post apartheid South Africa. The specific areas investigated are: employment conditions, marketing of the museum, description of the museum products, and stakeholders’ perceptions of problems limiting success of the institution. An analysis of the nature of problems faced by the museum and recommendations for improving its success are also offered. Face to face interviews guided by interview schedules with semi structured questions were used to collect data. Personal observation was another method used to supplement interviews during data collection. Some of participants’ interview responses were audio taped while others were recorded as field notes. Audio taped responses were transcribed and together with field notes all were analysed by applying Colaizzi’s (1978) seven steps of data analysis. Data credibility was acquired through relatively prolonged engagement, detailed observation, triangulation, and taking the research findings back to participants to confirm whether their statements were interpreted correctly. Research findings indicated a number of problems limiting the success of the museum. The most important of these are: bad management-employee relationships, insufficient funds, lack of appropriate marketing strategies, lack of land, insufficient cultural and tourism knowledge among management, lack of staff, semi illiteracy and lack of skills training among staff, and lack of a defined vision. The analysis of the research findings suggest that Bakoni Malapa is not successful, however, success is defined.

Accountability for museum performance was investigated in the context of New Zealand's public museums. Governing bodies account for museum performance through published annual reports, while performance assessment assists museum managers to achieve museums' objectives. Museum professionals also have expectations of museums. This research questioned whether museums were reporting on the aspects of their performance that mattered to a wider range of stakeholders. The research is both descriptive and exploratory. A nationwide survey of museum directors gathered data about performance assessment at publicly-funded museums where one or more paid staff made management decisions. The Survey's descriptive findings, covering experiences and views of museum assessment practice, set the wider context for an exploratory Case Study of a large museum, combining qualitative and quantitative methods. Various groups of stakeholders identified aspects of the case museum's performance that matter to them and the ways in which they might assess them. Maori perspectives were contributed by several participants, a recognition of the importance of taonga Maori collections in New Zealand museums. Diverse museum stakeholders co-created statements as potential performance assessment criteria. A concept mapping process, involving these statements, revealed distinct conceptual elements of the construct, an 'effectively performing museum', reflecting the respondent groups' differing realities, yet much common ground. Three analytical approaches, functional, structural and cultural, compared and contrasted the concepts and their relative importance. The research identified dimensions of museum performance that could contribute to an integrated framework for museum performance assessment meaningful to a wider range of stakeholders. A conceptual model for museum accountability was developed. Findings suggest that museum performance indicators in New Zealand should extend beyond a focus on visitor numbers and satisfaction to include collection health, staffing quality, Maori concerns and community relationships. Assessment of these factors would enable museums to better account for their performance as community assets.

Esta dissertação apresenta os resultados de um trabalho de pesquisa desenvolvido no Programa de Pós Graduação Interunidades em Museologia, da Universidade de São Paulo. O estudo discute o Plano Museológico como instrumento de gestão adotado pelo Governo Federal brasileiro em 2006, apresenta as origens desse modelo de planejamento, suas propostas e estrutura e levanta dados sobre sua disseminação e aplicação nos museus brasileiros. Analisa, também, exemplos de Planos Museológicos, identificando aspectos positivos e negativos, procurando compreender sua utilidade na gestão dos museus e, por fim, propõe parâmetros para a elaboração de um Plano Museológico para o Museu de Arqueologia Bíblica Paulo Bork, do Centro Universitário Adventista de São Paulo (UNASP EC), adequado as suas especificidades universitárias e capaz de nortear de forma objetiva as ações dessa instituição em face da sociedade. / This dissertation presents the results of a research work in the Graduate Program in Interunits Museology, of the University of São Paulo. The study discusses the Museological Plan as a management instrument adopted by the Brazilian Federal Government in 2006, presents the origins of this planning model, its proposals and structure and raises data on its dissemination and use in Brazilian museums. It also analyzes examples of Museological Plans, identifying positive and negative aspects, trying to understand its usefulness in the management of museums and finally proposes parameters for the development of a Museological Plan for the Museum of Biblical Archaeology Paul Bork, the University Center São Paulo (UNASP EC) matches your specific university and able to guide objectively the actions of the institution in the face of society.

O presente trabalho tem o intento de apresentar questões e proposições na construção de planos museológicos a partir das experiências do Museu Lasar Segall (MLS). No primeiro capítulo é apresentado o histórico do MLS, enfocando seu perfil museológico (escolhas conceituais) e suas práticas de gestão, assim como um paralelo de suas experiências com o pensamento museológico contemporâneo, e ainda um breve panorama com trabalhos acadêmicos que já foram realizados tendo o MLS como objeto. No segundo capítulo é descrito e apresentado o resultado do diagnóstico museológico que buscou mapear as funções e atividades do MLS hoje, sua cadeia operatória museológica, bem como sua relação com a sociedade. No terceiro capítulo, a partir dos anteriores, e permeando uma discussão sobre os processos de planejamento em museus, são apresentadas questões e propostas enfocando a construção de planos museológicos. / This work aims to present issues and propositions for the museological plan elaboration from the Lasar Segall Museum (MLS)\'s experiences. In the first chapter is presented the MLS\'history, focusing its museological profile (conceptual choices) and their management practices, as well a parallel of their experiences with contemporary museological thinking, and even a brief overview with academic studies that had been conducted having MLS as a study object. The second chapter describes and presents the results of museological diagnosis that intent to map the MLS\' functions and activities nowadays, its museological operative chain as well its relationship with society. In the third chapter, from the previous ones, and permeating a discussion about the planning processes in museums, are presented issues and proposals focusing on museological plan elaboration.

Esta dissertação apresenta os resultados de um trabalho de pesquisa desenvolvido no Programa de Pós Graduação Interunidades em Museologia, da Universidade de São Paulo. O estudo discute o Plano Museológico como instrumento de gestão adotado pelo Governo Federal brasileiro em 2006, apresenta as origens desse modelo de planejamento, suas propostas e estrutura e levanta dados sobre sua disseminação e aplicação nos museus brasileiros. Analisa, também, exemplos de Planos Museológicos, identificando aspectos positivos e negativos, procurando compreender sua utilidade na gestão dos museus e, por fim, propõe parâmetros para a elaboração de um Plano Museológico para o Museu de Arqueologia Bíblica Paulo Bork, do Centro Universitário Adventista de São Paulo (UNASP EC), adequado as suas especificidades universitárias e capaz de nortear de forma objetiva as ações dessa instituição em face da sociedade. / This dissertation presents the results of a research work in the Graduate Program in Interunits Museology, of the University of São Paulo. The study discusses the Museological Plan as a management instrument adopted by the Brazilian Federal Government in 2006, presents the origins of this planning model, its proposals and structure and raises data on its dissemination and use in Brazilian museums. It also analyzes examples of Museological Plans, identifying positive and negative aspects, trying to understand its usefulness in the management of museums and finally proposes parameters for the development of a Museological Plan for the Museum of Biblical Archaeology Paul Bork, the University Center São Paulo (UNASP EC) matches your specific university and able to guide objectively the actions of the institution in the face of society.

O presente trabalho tem o intento de apresentar questões e proposições na construção de planos museológicos a partir das experiências do Museu Lasar Segall (MLS). No primeiro capítulo é apresentado o histórico do MLS, enfocando seu perfil museológico (escolhas conceituais) e suas práticas de gestão, assim como um paralelo de suas experiências com o pensamento museológico contemporâneo, e ainda um breve panorama com trabalhos acadêmicos que já foram realizados tendo o MLS como objeto. No segundo capítulo é descrito e apresentado o resultado do diagnóstico museológico que buscou mapear as funções e atividades do MLS hoje, sua cadeia operatória museológica, bem como sua relação com a sociedade. No terceiro capítulo, a partir dos anteriores, e permeando uma discussão sobre os processos de planejamento em museus, são apresentadas questões e propostas enfocando a construção de planos museológicos. / This work aims to present issues and propositions for the museological plan elaboration from the Lasar Segall Museum (MLS)\'s experiences. In the first chapter is presented the MLS\'history, focusing its museological profile (conceptual choices) and their management practices, as well a parallel of their experiences with contemporary museological thinking, and even a brief overview with academic studies that had been conducted having MLS as a study object. The second chapter describes and presents the results of museological diagnosis that intent to map the MLS\' functions and activities nowadays, its museological operative chain as well its relationship with society. In the third chapter, from the previous ones, and permeating a discussion about the planning processes in museums, are presented issues and proposals focusing on museological plan elaboration.

In light of growing criticism towards New Public Management and its effects, interest has been directed at alternative management control concepts in the public sector. Whether Public Value Management is an alternative, possibly even a new paradigm, is being discussed on the research front. New Public Management and Public Value Management have evolved in parallel during the past decades. However, New Public Management has had greater impact, not least in governments’ control of state agencies. The aim of the thesis is to gain an understanding of how ideas about the creation of public value diverge between New Public Management and Public Value Management. Beyond the research question of whether management control meets the demands of efficiency and customer-orientation as addressed in previous studies on reforms influenced by New Public Management, this thesis deals with the issue of creating value for the benefit of society. In a qualitative approach, the research is based on interpretations of documents, observations and interviews with examples from state agencies in the museum sector. The result of the study shows that differences between New Public Management and Public Value Management are expressed in notions of accountability, results and proficiency. The time perspective differs, as do the means of financing and involvement of stakeholders. Reforms in line with Public Value Management call for the involvement or consideration of a larger circle of stakeholders, including future generations. The findings of the thesis suggest that the diverging perceptions of value creation does not rule out that elements from both concepts can be combined and complement each other. The main issue is to take into account the contribution made to public value, considering whether the mandate is a long-term government assignment in line with Public Value Management or if it involves activities well suited to New Public Management with prerequisites for market orientation. The dissertation contributes to research in the field of management control in the public sector and the issue of public value.