Assessing and Improving the Effectiveness of Private Art Museums

Alessia Zorloni ()
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Alessia Zorloni: IULM University

A chapter in Art Wealth Management, 2016, pp 37-66 from Springer

Abstract: Abstract This chapter addresses a practical managerial problem—how to design a performance framework for private art foundations—and aims to construct a model using balanced scorecard (BSC) architecture, which integrates quantitative and qualitative criteria and examines performance and accountability expectations from both an internal perspective and an external, public-oriented perspective. In this way philanthropic funders can better define, assess, and improve their effectiveness—and, as a result, their intended impact. The application of the balanced scorecard approach to a private museum is discussed in detail and conclusions regarding the use of the balanced scorecard in a not-for-profit organization are presented. The appendix gathers together interviews with renowned museum directors and sheds light on their attitudes toward performance assessment. The interviewees are: Julia Peyton-Jones (Co-Director, Serpentine Gallery), Lars Nittve (Director, M+), James Bradburne (Director, Pinacoteca di Brera) and Elizabeth Macgregor (Director, MCA Australia).

Keywords: Nonprofit Organization; Performance Framework; Balance Scorecard; Employee Satisfaction; Competitor Intelligence (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-24241-5_3

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DOI: 10.1007/978-3-319-24241-5_3

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