Eva Vicente | Universidad de Valladolid (original) (raw)
Papers by Eva Vicente
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Economia della Cultura, 2006
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Journal of Cultural Heritage, 2014
ABSTRACT The context in which museums operate has evolved considerably over the last few decades,... more ABSTRACT The context in which museums operate has evolved considerably over the last few decades, while the challenges they face have increased. The current need for museums to augment their own revenue and improve their performance coupled with the transformation of cultural models towards more experiential services has led many to adopt a consumer orientation in an effort to make museums and their collections increasingly accessible to visitors. This visitor orientation is more than just a wish to bring culture closer to the public, but rather a desire to understand visitors’ demands and thus adapt to their expectations. This paper seeks to explore the relation between visitor orientation and performance in museums. Specifically, the study focuses on technological innovation and tradition as two alternative strategies to respond to visitor expectations. An empirical study was conducted for a sample of 491 European museums. Evidence is found to support the notion that the impact of visitor orientation on economic and market performance depends on how visitors’ needs are perceived and on museums’ commitment to either innovation or tradition and custody. Whereas technological innovation has a positive impact on revenue and economic performance, the impact of custodial orientation is negative. Custodial orientation only proves effective in market terms in large museums but does not prove effective in economic terms, for either small or large museums. This paper offers a guide as to how to deal with visitor orientation in cultural and heritage organizations. Although an orientation to innovate geared towards satisfying visitor needs would seem the logical way for museums to increase visitor numbers, an approach involving too much innovation, often leading museums to becoming shows, has been widely criticized.
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Anales de estudios económicos y …, 2008
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Journal of Cultural Economics, 2011
Our work pursues a twin aim. Firstly, we explore the influence of organizational size on innovati... more Our work pursues a twin aim. Firstly, we explore the influence of organizational size on innovations in museums as well as its impact on museums’ economic, market and social performance. Secondly, we analyse how the (public–private) funding of such organizations impacts innovation and performance. The empirical work is based on information from a survey of 491 museums (British, French, Italian and Spanish). We find that museum size does prove relevant in the commitment to engage in innovation but that public funding of museums does not encourage innovation. We also highlight the importance of the explanatory power of the type of funding on the performance of these cultural organizations. This research also reveals how organizational and technological innovations as well as innovation in value creation in museums enhance economic, market and social performance.
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Service Industries Journal, 2011
The purpose of this research is two-fold. First, to explore the factors that help to create brand... more The purpose of this research is two-fold. First, to explore the factors that help to create brand equity in cultural organizations from the visitor viewpoint and second, to examine the impact of cultural brand equity on visitor satisfaction as well as on future intentions. A model of the relationships is developed and empirically tested using data collected from visitors attending The Ages of Mankind cultural exhibition in Castilla and León, Spain. In the present study, evidence is found to support the propositions that brand equity is closely linked to the particular image it conveys, to the event's recognition, the quality of the exhibitions and the cultural values it transmits. Brand equity also impacts visitor perception of the most recent exhibition, as well as future intentions to attend or even pay an admission fee.
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Public Management Review, 2012
Innovation has become a key tool enabling museums to adapt to the major changes that have taken p... more Innovation has become a key tool enabling museums to adapt to the major changes that have taken place in recent decades in the milieu in which such organizations operate. However, countries' differing cultural policies, coupled with the particular nature of museums themselves (size, type of collection, organizational structure, system of funding, etc.), have a practical impact on the ability of such organizations to innovate and adapt to the new situation. In this context, our study posits three aspects through which innovation may appear in museums: technological innovation in management, technological innovation in visitor experience and organizational innovation. We also explore the extent to which the nature of cultural policies in different countries, how museums are managed and their size and funding impact each type of innovation. The empirical analysis was conducted for art and history museums in four European countries: France, Italy, Spain and the United Kingdom. We felt that exploring these relations in cultural organizations would be of interest and would make an important contribution to the field.
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Tourism Management, 2010
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Books by Eva Vicente
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Handbooks by Eva Vicente
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Economia della Cultura, 2006
Bookmarks Related papers MentionsView impact
Journal of Cultural Heritage, 2014
ABSTRACT The context in which museums operate has evolved considerably over the last few decades,... more ABSTRACT The context in which museums operate has evolved considerably over the last few decades, while the challenges they face have increased. The current need for museums to augment their own revenue and improve their performance coupled with the transformation of cultural models towards more experiential services has led many to adopt a consumer orientation in an effort to make museums and their collections increasingly accessible to visitors. This visitor orientation is more than just a wish to bring culture closer to the public, but rather a desire to understand visitors’ demands and thus adapt to their expectations. This paper seeks to explore the relation between visitor orientation and performance in museums. Specifically, the study focuses on technological innovation and tradition as two alternative strategies to respond to visitor expectations. An empirical study was conducted for a sample of 491 European museums. Evidence is found to support the notion that the impact of visitor orientation on economic and market performance depends on how visitors’ needs are perceived and on museums’ commitment to either innovation or tradition and custody. Whereas technological innovation has a positive impact on revenue and economic performance, the impact of custodial orientation is negative. Custodial orientation only proves effective in market terms in large museums but does not prove effective in economic terms, for either small or large museums. This paper offers a guide as to how to deal with visitor orientation in cultural and heritage organizations. Although an orientation to innovate geared towards satisfying visitor needs would seem the logical way for museums to increase visitor numbers, an approach involving too much innovation, often leading museums to becoming shows, has been widely criticized.
Bookmarks Related papers MentionsView impact
Anales de estudios económicos y …, 2008
Bookmarks Related papers MentionsView impact
Bookmarks Related papers MentionsView impact
Journal of Cultural Economics, 2011
Our work pursues a twin aim. Firstly, we explore the influence of organizational size on innovati... more Our work pursues a twin aim. Firstly, we explore the influence of organizational size on innovations in museums as well as its impact on museums’ economic, market and social performance. Secondly, we analyse how the (public–private) funding of such organizations impacts innovation and performance. The empirical work is based on information from a survey of 491 museums (British, French, Italian and Spanish). We find that museum size does prove relevant in the commitment to engage in innovation but that public funding of museums does not encourage innovation. We also highlight the importance of the explanatory power of the type of funding on the performance of these cultural organizations. This research also reveals how organizational and technological innovations as well as innovation in value creation in museums enhance economic, market and social performance.
Bookmarks Related papers MentionsView impact
Service Industries Journal, 2011
The purpose of this research is two-fold. First, to explore the factors that help to create brand... more The purpose of this research is two-fold. First, to explore the factors that help to create brand equity in cultural organizations from the visitor viewpoint and second, to examine the impact of cultural brand equity on visitor satisfaction as well as on future intentions. A model of the relationships is developed and empirically tested using data collected from visitors attending The Ages of Mankind cultural exhibition in Castilla and León, Spain. In the present study, evidence is found to support the propositions that brand equity is closely linked to the particular image it conveys, to the event's recognition, the quality of the exhibitions and the cultural values it transmits. Brand equity also impacts visitor perception of the most recent exhibition, as well as future intentions to attend or even pay an admission fee.
Bookmarks Related papers MentionsView impact
Public Management Review, 2012
Innovation has become a key tool enabling museums to adapt to the major changes that have taken p... more Innovation has become a key tool enabling museums to adapt to the major changes that have taken place in recent decades in the milieu in which such organizations operate. However, countries' differing cultural policies, coupled with the particular nature of museums themselves (size, type of collection, organizational structure, system of funding, etc.), have a practical impact on the ability of such organizations to innovate and adapt to the new situation. In this context, our study posits three aspects through which innovation may appear in museums: technological innovation in management, technological innovation in visitor experience and organizational innovation. We also explore the extent to which the nature of cultural policies in different countries, how museums are managed and their size and funding impact each type of innovation. The empirical analysis was conducted for art and history museums in four European countries: France, Italy, Spain and the United Kingdom. We felt that exploring these relations in cultural organizations would be of interest and would make an important contribution to the field.
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Tourism Management, 2010
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