Abstract
In recent years museums are experiencing the progressive decline in the public and governmental funding as a consequence of the recent crisis. Museums are currently competing for innovative forms of funding in order to attract new sources of financing like sponsorships and donations. In this perspective, the aim of this paper is to analyse new approaches to museum financing and fundraising in context, like continental Europe, characterised by high levels of competition and the decrease in public policies and funds. The research adopts a cross-case analysis focused on a group of 40 Italian State museums.
The research confirms that the financing of museums is based on the prevalence of the public contributions, however, a growing role appears to be played by self-generated revenue. Indeed, the Italian State museums are currently far removed from sufficient fundraising and they need to innovate to achieve this goal developing appropriate marketing and communication strategies.
An innovative financing model for a museum needs to be based on public funds, self-generated revenue and fundraising. In this perspective, managers need to work more diligently to develop fundraising strategies that can support the museum financing.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
The Ministry of Cultural Heritage and Activities (in Italian, Ministero dei Beni e delle Attività Culturali, MiBAC) is the culture ministry of the Italian Republic.
- 2.
New directors were announced between 2015 and 2017 after an international headhunt. The group is now composed of 14 women and 18 men, including seven foreigners from the EU (three German, two Austrian, one British, one French).
- 3.
The Istituto Nazionale di Statistica (ISTAT; in English, Italian National Institute of Statistics), a public research organisation, is the main producer of official statistics in Italy.
- 4.
It should be noted that, among independent museums under the control of Direzione Generale Musei, there is also the Fondazione per la conservazione e il restuaro dei beni culturali La Venaria Reale. However, this institution was excluded from the analysis because it is not a museum but an institute for advanced training and research in the field of conservation and the restoration of cultural heritage.
References
AAMD-Association of Art Museum Directors. (2018). Art museums by the number. Accessed December 4, 2018, from https://hcommons.org/app/uploads/sites/1000580/2018/09/Art-Museums-by-the-Numbers-2018.pdf
Acri. (2018). Ventitreesimo rapporto sulle Fondazioni di origine bancaria. Anno 2017. Roma: Acri.
AIM-Association of independent Museums. (2017). Success guides. Successful fundraising at museums. Accessed December 17, 2018, from https://www.aim-museums.co.uk/wp-content/uploads/2017/03/Successful-Fundraising-at-Museums-2017.pdf
Anderson, E., & de Mille, A. (2006). Fundraising for museums. 2nd ed. revised. Gosport: AIM Focus Papers, Association of Independent Museums.
Badia, F., Borin, E., & Donato, F. (2015). How the financial crisis affected models of public-private partnership in the cultural sector: Empirical evidence from France, Germany and Italy. Paper presented at AIMAC conference 2015. Accessed November 27, 2018.
Baumol, W. J., & Bowen, W. G. (1966). Performing arts. The economic dilemma. New York: The Twentieth Century Fund.
Bell, F. W. (2012). How are museums supported financially in the U.S.? Embassy of the United States of America. Accessed December 3, 2018, from https://static.america.gov/uploads/sites/8/2016/03/You-Asked-Series_How-Are-Museums-Supported-Financially-in-the-US_English_Lo-Res_508.pdf
Bertacchini, E. E., Dalle Nogare, C., & Scuderi, R. (2018). Ownership, organization structure and public service provision: The case of museums. Journal of Cultural Economics, 42(4), 619–643. https://doi.org/10.1007/s10824-018-9321-9.
Besana, A., Esposito, A., & Vannini, M. C. (2018). Excellence behind masterpieces: Italian museums beyond crisis. In E. Christou, K. Alexandris, & Fotiadis, A. (Eds.), Tourman conference proceedings – “In search of excellence in tourism, travel & hospitality” (Rhodes, 25–28 October), (pp. 19–23).
Betzler, D., & Gmür, M. (2012). Towards fundraising excellence in museums—Linking governance with performance. International Journal of Nonprofit and Voluntary Sector Marketing, 17, 275–292. https://doi.org/10.1002/nvsm.1429.
Bizzarri, A., Cardinali, S., Picciotti, A., & Gregori, G. L. (2017). The evolution of fundraising in the Italian non profit context: The “Lega del Filo d’Oro” case. Mercati and Competitività, 1, 76–96.
Blasco López, M. F., Recuero Virto, N., & San-Martín, S. (2018). The cornerstones of museum performance. A cross-national analysis. Museum Management and Curatorship. doi:https://doi.org/10.1080/09647775.2018.1516562.
Bodo, C., & Bodo, S. (2016). Country profile-Italy. Compendium of cultural policies and trends in Europe. Accessed June 27, 2019, from http://www.culturalpolicies.net
Bonet, L., & Donato, F. (2011). The financial crisis and its impact on the current models of governance and management of the cultural sector in Europe. Journal of Cultural Management and Policy, 1(1), 4–11.
Borin, E. (2011). Fundraising opportunities for science and technology museums. Working Papers n. 12, University of Ferrara – Department of Economics, Ferrara.
Burton, C., & Scott, C. (2003). Museums: Challenges for the 21st century. International Journal of Arts Management, 5(2), 56–68.
Camarero, C., Garrido, M. J., & Vicente, E. (2011). How cultural organizations’ size and funding influence innovation and performance: The case of museums. Journal of Cultural Economics, 35(4), 247–266. https://doi.org/10.1007/s10824-011-9144-4.
Camarero, C., Garrido, M. J., Vicente, E., & Redondo, M. (2019). Relationship marketing in museums: Influence of managers and mode of governance. Public Management Review, 21(10), 1369–1396. https://doi.org/10.1080/14719037.2018.1550106.
Casini, L. (2018). The long and winding road to the establishment of state-museums in Italy. Museum Management and Curatorship, 33(6), 546–554. https://doi.org/10.1080/09647775.2018.1537616.
Cellini, R., & Cuccia, T. (2018). How free admittance affects charged visits to museums: An analysis of the Italian case. Oxford Economic Paper, 70(3), 680–698. https://doi.org/10.1093/oep/gpy011.
Chatelain-Ponroy, S. (2001). Management control and the museums. International Journal of Arts Management, 4(1), 38–47.
Chirieleison, C. (2002). La gestione strategica dei musei. Milano: Giuffrè.
Civita. (2017). Dalla CSR alla “Corporate Cultural Responsibility”: Come valorizzare gli interventi delle imprese in Cultura. Rome: Civita.
Clohesy, W. W. (2003). Fund raising and the articulation of common goods. Non Profit and Voluntary Sector Quarterly, 32(1), 128–140. https://doi.org/10.1177/2F0899764002250010.
Cole, D. (2008). Museum marketing as a tool for survival and creativity: The mining museum perspective. Museum Management and Curatorship, 23(2), 177–192. https://doi.org/10.1080/09647770701865576.
Comunian, R. (2008). Culture Italian style: Business and the arts. Journal of Business Strategy, 29(3), 37–44. https://doi.org/10.1108/02756660810873209.
Dalle Nogare, C., & Bertacchini, E. (2015). Emerging modes of public cultural spending: Direct support through production delegation. Poetics, 49, 5–19. https://doi.org/10.1016/j.poetic.2015.02.005.
Denzin, N. K., & Lincoln, Y. S. (Eds.). (2018). The SAGE handbook of qualitative research. Los Angeles: Sage.
Duffy, C. T. (1992). The rationale for public funding of a National Museum. In R. Towse & A. Khakee (Eds.), Cultural economics (pp. 37–48). Berlin: Springer.
Fahy, J., Farrelly, F., & Quester, P. (2004). Competitive advantage through sponsorship. European Journal of Marketing, 38(8), 1013–1030. https://doi.org/10.1108/03090560410539140.
Fanelli, S., Ferretti, M., Lanza, G., & Zangrandi, A. (2015). Le risorse per il sostegno della mission: Criteri per finanziare la gestione e l’innovazione. In B. Sibilio & F. Donato (Eds.), Governare e gestire le aziende culturali (pp. 80–99). Milano: FrancoAngeli.
Fedeli, S., & Santoni, M. (2006). The government’s choice of bureaucratic organization: An application to Italian state museums. Journal of Cultural Economics, 30(1), 41–72. https://doi.org/10.1007/s10824-006-9005-8.
Federculture. (2016). Impresa cultura. Creatività, partecipazione, competitività. 12° Rapporto Annuale. Roma: Gangemi.
Federculture. (2018). Impresa cultura. Comunità, territori, sviluppo. 14° Rapporto Annuale. Roma: Gangemi.
Ferri, P., & Zan, L. (2017). Partnerships for heritage conservation: Evidence from the archeological site of Herculaneum. Journal of Management and Governance, 21(1), 1–25. https://doi.org/10.1007/s10997-015-9332-2.
Fissi, S., Gori, E., & Contri, M. (2018). Il peso del “privato” nei musei statali italiani: verso strumenti e figure innovative? Economia Aziendale Online, 9(3), 261–289. https://doi.org/10.13132/2038-5498/9.3.261-289.
Fopp, M. A. (1997). Managing museums and galleries. London: Routledge.
Frey, B. S., & Meier, S. (2006). The economics of museums. In V. Ginsburgh & D. Throsby (Eds.), Handbook of the economics of arts and culture (pp. 1017–1047). Amsterdam: Elsevier.
Fuortes, C. (1998). La finanza del museo tra Stato e mercato: casi di studio internazionali. Economia della Cultura, VIII(2), 125–142.
Garibaldi, R. (2015). The use of Web 2.0 tools by Italian contemporary art museums. Museum Management and Curatorship, 30(3), 230–243. https://doi.org/10.1080/09647775.2015.1043329.
Giambrone, F. (2013). Politiche per la cultura in Europa. Modelli di governance a confronto. Milano: FrancoAngeli.
Gstraunthaler, T., & Piber, M. (2012). The performance of museums and other cultural institutions. International Studies of Management and Organization, 42(2), 29–42. https://doi.org/10.2753/IMO0020-8825420202.
Gwinner, K., & Eaton, J. (1999). Building brand image through event sponsorship: The role of image transfer. Journal of Advertising, 28(4), 47–57.
Hausmann, A. (2012). The importance of word of mouth for museums: An analytical framework. International Journal of Arts Management, 14(3), 32–43.
Heilbrun, J., & Gray, C. M. (1993). The economics of art and culture: An American perspective. Cambridge: Cambridge University Press.
Hetherington, S. (2017). Arm’s-length funding of the arts as an expression of laissez-faire. International Journal of Cultural Policy, 23(4), 482–494. https://doi.org/10.1080/10286632.2015.1068766.
Higgins, J. W., & Lauzon, L. (2003). Finding the funds in fun runs: Exploring physical activity events as fundraising tools in the non-profit sector. International Journal of Nonprofit and Voluntary Sector Marketing, 8(4), 363–377. https://doi.org/10.1002/nvsm.226.
Hutter, M. (1998). Communication productivity: A major cause for the changing output of art museums. Journal of Cultural Economics, 22(2–3), 99–112.
ICOM-International Council of Museums. (2017). Statutes. Paris: ICOM.
Istat. (2017). Accessed December 4, 2018, from https://www.istat.it/
Johnson, P., & Thomas, B. (1998). The economics of museums: A research perspective. Journal of Cultural Economics, 22, 75–85.
Jung, Y. (2015). Diversity matters: Theoretical understanding of and suggestions for the current fundraising practices of nonprofit art museums. The Journal of Arts Management, Law and Society, 45, 255–268. https://doi.org/10.1080/10632921.2015.1103672.
Kotler, N. G., Kotler, W., & Kotler, P. (2008). Museum strategy and marketing. Designing missions, building audiences, generating revenue and resources. San Francisco: Jossey Bass Wiley.
Lang, C., Reeve, J., & Woolard, V. (Eds.). (2006). The responsive museum: Working with audiences in the 21st century. Aldershot: Ashgate.
Leardini, C., Rossi, G., & Moggi, S. (2014). Board governance in bank foundations: The Italian experience. Heidelberg: Springer.
Lindqvist, K. (2012). Museum finances: Challenges beyond economic crises. Museum Management and Curatorship, 27(1), 1–15. https://doi.org/10.1080/09647775.2012.644693.
Lopez, X., Margapoti, I., Maragliano, R., & Bove, G. (2010). The presence of web 2.0 tools on museum websites: A comparative study between England, France, Spain, Italy and the USA. Museum Management and Curatorship, 25(2), 235–249. https://doi.org/10.1080/09647771003737356.
Lord, G. D., & Lord, B. (2009). The manual of museum management. Plymouth: Altamira Press.
Manes Rossi, F., Allini, A., Spanò, R., & Macchioni, R. (2018). Performance management change in archaeological sites: The case of Herculaneum Conservation Project. Journal of Management and Governance, 22(4), 947–979. https://doi.org/10.1007/s10997-018-9416-x.
Marzano, M., & Castellini, M. (2018). The reform of the Italian Ministry of Cultural Heritage: Implication for governance of the museums system. The Journal of Arts Management, Law, and Society, 48(3), 206–220. https://doi.org/10.1080/10632921.2018.1450316.
McPherson, G. (2006). Public memories and private tastes: The shifting definitions of museums and their visitors in the UK. Museum Management and Curatorship, 21(1), 44–57. https://doi.org/10.1016/j.musmancur.2005.11.001.
Mibac. (2015). I musei, le aree archeologiche e i monumenti italiani. Sistema Informativo Integrato. Accessed December 4, 2018, from http://imuseiitaliani.beniculturali.it
Mibac. (2018a). Decreto di adozione del Piano della “performance” per il triennio 2017–2019. Accessed December 4, 2018, from http://www.beniculturali.it/mibac/multimedia/MiBAC/documents/1520944413826_Piano_della_performance_2018.pdf
Mibac. (2018b). Tutti i numeri dei #museitaliani. Accessed December 4, 2018, from http://www.beniculturali.it/mibac/export/MiBAC/sito-MiBAC/Contenuti/visualizza_asset.html_v249254064.html
Misiura, S. (2006). Heritage marketing. Oxford: Elsevier.
Naylor, R. (2016). Measuring the value of museums: Options, tips and benefits. In NEMO’s 24th annual conference “Money matters: The economic value of museums” (Karlsruhe, 10–12 November) (pp. 27–29).
O’Hagan, J. W. (1998). The state and the arts: An analysis of key economic policy issues in Europe and the United States. Cheltenham: Edward Elgar Publishing.
O’Hagan, J. W., & Harvey, D. (2000). Why do companies sponsor arts events? Some evidence and a proposed classification. Journal of Cultural Economics, 24(3), 134–148. https://doi.org/10.1023/A:1007653328733.
Piber, M., Biondi, L., Demartini, P., Marchegiani, L., & Marchiori, M. (2017). Pursuing civic engagement through participatory cultural initiatives: Mapping value creation, outcome, performance and legitimacy. In 12th international forum on knowledge asset dynamics (IFKAD 2017) Proceedings (St. Petersburg, 7–9 June) (pp. 731–748).
Ponzini, D. (2010). The process of privatisation of cultural heritage and the arts in Italy: Analysis and perspectives. International Journal of Heritage Studies, 16(6), 508–521. https://doi.org/10.1080/13527258.2010.505049.
Proteau, J. (2018). Reducing risky relationships: Criteria for forming positive museum-corporate sponsorships. Museum Management and Curatorship, 33(3), 235–242. https://doi.org/10.1080/09647775.2018.1467274.
Ricciuti, E., & Turrini, A. (2018). Foundations in Italy: What roles and challenges? American Behavioral Scientist, 62(13), 1822–1832. https://doi.org/10.1177/0002764218773435.
Rifkin, J. (2000). The age of access: The new culture of hypercapitalism where all of life is a paid-for experience. New York: JP Tarcher.
Rosenstein, C. (2010). When is a museum a public museum? Considerations from the point of view of public finance. International Journal of Cultural Policy, 16(4), 449–465. https://doi.org/10.1080/10286630902935178.
Sargeant, A., & Jay, E. (2014). Fundraising management. Analysis, planning and practice. London: Routledge.
Schuster, M. (1998). Neither public nor private. The hybridization of museums. Journal of Cultural Economics, 22(2–3), 127–150. https://doi.org/10.1023/A:1007553902169.
Shaw, P. (2006). The funding challenges. In V. Woollard, J. Reeve, & C. Lang (Eds.), The responsive museum. Working with audiences in the Twenty-First Century (pp. 153–164). Aldershot: Ashgate.
Siano, A., Eagle, L., Confetto, M. G., & Siglioccolo, M. (2010). Destination competitiveness and museum marketing strategies: An emerging issue in the Italian context. Museum Management and Curatorship, 25(3), 259–276. https://doi.org/10.1080/09647775.2010.498984.
Stanziola, J. (2006). Private and public investment: How the cultural sector survives in a mixed economy. In J. Stanziola (Ed.), Investing in culture: Challenges and opportunities (pp. 40–47). London: Arts & Business.
Stanziola, J. (2011). Some more unequal than others: Alternative financing for museums, libraries and archives in England. Cultural Trends, 20(2), 113–140. https://doi.org/10.1080/09548963.2011.563905.
Tobelem, J. M. (2013). The arts and culture: A financial burden or a way out of the crisis? Journal of Cultural Management and Policy, 3(1), 52–60.
Toepler, S., & Dewees, S. (2005). Are there limits to financing culture through the market? Evidence from the U.S. museum field. International Journal of Public Administration, 28(1–2), 131–146. https://doi.org/10.1081/PAD-200044548.
Turbide, J., Laurin, C., Lapierre, L., & Morissette, R. (2008). Financial crises in the arts sector: Is governance the illness or the cure? International Journal of Arts Management, 10(2), 4–13.
Vakharia, N. K., & Janardhan, D. (2017). Knowledge-centric art organizations: Connecting practice to performance. International Journal of Arts Management, 19(2), 14–32.
Venturelli, A., Caputo, F., Palmi, P., Tafuro, A., & Mastroleo, G. (2015). Measuring the multidimensional performance of a museum network: Proposal for an evaluation model. In 10th international forum on knowledge asset dynamics (IFKAD 2015) Proceedings (Bari, 10–12 June) (pp. 1582–1603).
Vicente, E., Camarero, C., & Garrido, M. J. (2012). Insights into Innovation in European Museums. The impact of cultural policy and museum characteristics. Public Management Review, 14(5), 649–679. https://doi.org/10.1080/14719037.2011.642566.
Woodward, S. (2012). Funding museum agendas: Challenges and opportunities. Management Leisure, 17(1), 14–28. https://doi.org/10.1080/13606719.2011.638202.
Yermack, D. (2017). Donor governance and financial management in prominent US art museums. Journal of Cultural Economics, 41(3), 215–235. https://doi.org/10.1007/s10824-017-9290-4.
Yin, R. K. (2018). Case study research and applications: Design and methods. Los Angeles: Sage.
Zan, L., Bonini Baraldi, S., & Gordon, C. (2007). Cultural heritage between centralisation and decentralisation. Insights from the Italian context. International Journal of Cultural Policy, 13(1), 49–70. https://doi.org/10.1080/10286630701201723.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2020 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Romolini, A., Fissi, S., Gori, E., Contri, M. (2020). Financing Museums: Towards Alternative Solutions? Evidence from Italy. In: Piber, M. (eds) Management, Participation and Entrepreneurship in the Cultural and Creative Sector. Springer, Cham. https://doi.org/10.1007/978-3-030-46796-8_2
Download citation
DOI: https://doi.org/10.1007/978-3-030-46796-8_2
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-46795-1
Online ISBN: 978-3-030-46796-8
eBook Packages: Business and ManagementBusiness and Management (R0)