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The business model prism: managing and innovating business models of arts and cultural organisations

机译:商业模式棱镜:管理和创新艺术和文化组织的商业模式

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Abstract Purpose This paper introduces and analyses the Business Model Prism (BMP) for the arts and cultural organizations as multidimensional framework to map the “as is” structure and the logic of their business model as well as to drive the design of innovation initiatives, i.e. the “as should be” business model. The framework can be used both for descriptive and normative purposes and comprises seven facets organized and represented with a tri-dimensional prism which defines the key business components of arts and cultural organisations. Design/methodology/approach The research design and methodology are based on a literature review on the themes of business models and business models innovation with a focus on the characteristics and features of the arts and cultural organisations. This paper has a conceptual nature and it is based on a literature review. This includes also a desk research investigation of some key examples of arts and cultural organisations that have adopted innovations to transform the way how they work and deliver value to audience. The development of the novel framework builds the foundation for applying operatively and testing it in arts and cultural organisations and supports them in mapping and transforming effectively their business model. Originality/value Traditionally great attention the studies on business model innovation have been focused on businesses and public organisations, while rather limited attention has been paid to the investigation of how arts and cultural organisations can develop and manage their business models. Most of the attempts in this direction are aimed at contextualising, in the cultural sector, frameworks that have been devised for the business sector. Although acknowledging the relevance of these contributions, they present weaknesses related to the capacity to take into account the specific characteristics and features of the arts and cultural organisations. The originality and the value of this paper resides, then, in the attempt to fill this gap, providing a new and industry-specific framework able to effectively support the management and the innovation of the business models in the arts and cultural sector. Practical implications The proposed framework can support arts and cultural managers to understand the key dimensions characterising the business model of their organizations. In addition, it provides guidelines to map and design managerial initiatives to develop and transform the business model of arts and cultural organisations.
机译:摘要目的本文介绍和分析用于艺术和文化组织的商业模型棱镜(BMP),作为多维框架,以映射“原样”结构及其商业模型的逻辑,并推动创新计划的设计,即“应有的”商业模式。该框架既可以用于描述性目的,也可以用于规范性目的,并且包含七个方面,这些方面由三维棱镜组织和表示,三维棱镜定义了艺术和文化组织的主要业务组成部分。设计/方法/方法研究设计和方法基于对商业模式和商业模式创新主题的文献综述,重点关注艺术和文化组织的特征和特征。本文具有概念性质,是基于文献综述的。这还包括对艺术和文化组织的一些关键实例进行的案头研究调查,这些实例已采用创新方法来改变其工作方式并为受众创造价值。新框架的开发为在艺术和文化组织中进行有效地应用和测试奠定了基础,并支持他们有效地映射和转换其商业模式。独创性/价值传统上,对商业模式创新的研究一直集中在商业和公共组织上,而对于艺术和文化组织如何发展和管理其商业模式的研究却很少。在这个方向上的大多数尝试旨在在文化部门中为商业部门设计框架。尽管承认这些贡献的重要性,但它们存在与考虑艺术和文化组织的特定特征和特征的能力有关的弱点。因此,本文的独创性和价值在于,试图填补这一空白,提供了一个新的,针对特定行业的框架,能够有效地支持艺术和文化领域的商业模式的管理和创新。实际意义提议的框架可以支持艺术和文化管理者了解表征其组织业务模型的关键维度。此外,它提供了指导方针,以规划和设计管理计划,以发展和转变艺术和文化组织的商业模式。

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