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New business models for Cultural Institutions

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Nowe modele biznesowe dla instytucji kultury
Języki publikacji
EN
Abstrakty
EN
Total integration of social media and internet into daily life of the young people is the most distinct demographic characteristics of the Generation Z (born between 1995 and 2015). For Cultural and Creative Industries and Institutions in order to engage with this audience efficiently, their business models have to consider social media and more participative approach. The paper addresses the challenges and opportunities that face cultural institutions by analysing and assessing the business models related to new internet solutions. The paper provides a fresh review of the business models in which the author examines the new business model concepts through CCII subject-matter lenses. Discussed case studies show generally successful result in activating Generation Z audience participation in cultural activities. While trying to understand limitations of the cultural institutions position and motivation towards social media and generally mobile internet, the paper raises critical implications of the pervasive internet in the CCII area.
PL
Całkowita integracja mediów społecznościowych i Internetu w codziennym życiu młodych ludzi jest najbardziej wyraźną cechą demograficzną charakteryzującą Generację Z (urodzoną w latach 1995-2015). W przypadku instytucji kultury i przemysłów kreatywnych CCII (ang. Cultural and Creative Industries and Institutions), aby skutecznie dotrzeć do tej publiczności, modele biznesowe ich działań muszą uwzględniać media społecznościowe i bardziej partycypacyjne podejście do widza. Niniejszy artykuł dotyczy wyzwań oraz możliwości stojących przed instytucjami kultury CCII przedstawiając analizę i ocenę modeli biznesowych związanych z nowymi rozwiązaniami internetowymi. Artykuł przedstawia przegląd modeli biznesowych, w których autor analizuje proponowane rozwiązania z perspektywy wykorzystania nowych modeli w obszarze CCII. Omówione przypadki pokazują ogólnie pozytywny efekt aktywizacji uczestnictwa Generacji Z w odbiorze i działaniach kulturowych. Niniejsze opracowanie ma na celu wywołać dyskusję nad krytyczne implikacje wszechobecnego Internetu w obszarze CCII.
Czasopismo
Rocznik
Strony
124--137
Opis fizyczny
Bibliogr. 42 poz., tab.
Twórcy
  • University of Zielona Góra, Faculty of Economics and Management, Poland
Bibliografia
  • 1. Afuah, A., & Tucci, C. L. (2003). Internet business models and strategies: Text and cases (2nd ed.). Boston: McGraw-Hill.
  • 2. Afuah, A. (2004). Business models: A strategic management approach. New York: Irwin/McGraw Hill.
  • 3. Amit, R., Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22: pp. 493-520.
  • 4. Applegate, L. M. (2000). E-business models: Making sense of the internet business landscape. In G. Dickson & G. DeSanctis (Eds.), Information technology and the future enterprise: New models for managers: 49-101. Englewood Cliffs, NJ: Prentice-Hall.
  • 5. Applegate, L. M. (2001). Emerging e-business models: Lessons from the field. HBS No. 9-801-172, Harvard Business School, Boston, MA.
  • 6. Boiano, Stefania; Gaia, Giuliano; Caldarini, M. (2003). “Make Your Museum Talk: Natural Language Interfaces For Cultural Institutions” conference paper in Museums and the Web 2003, Toronto, CA, 20-22 March 2003.
  • 7. Bollo, A. Dal Pozzolo, L. (2005). Analysis of visitor behaviour inside the museum: An empirical study. Proceedings of the 8th International Conference on Arts and Cultural Management, Montreal, vol. 2, pp. 113.
  • 8. Brousseau, E., &Penard, T. (2006). The economics of digital business models: A framework for analyzing the economics of platforms. Review of Network Economics, 6(2):pp. 81-110.
  • 9. ccaixiaozhu (2017): Videotage on Instagram: “[#videotagelike4like] no Face, no Identity, no Sound, no Language, no Subtitle, no Narration, no Context, Only Ambiguous…” , Available from: https://www.instagram.com/p/BUO-7nlB61D/(29.01.2109 - access date).
  • 10. Chung, K. (2018). Mediating Exhibitions via Audience Participation on Social Media: Collectivist Curatorial Approach in One World Exposition 2.1 Exhibition Proceedings of the EVA Berlin 2018 Conference, Berlin, 8-10 November 2018, pp. 151-159.
  • 11. Combe, C. (2006). Introduction to e-business, management and strategy, Amsterdam - Boston - Heidelberg - Londyn - NowyJork - Oxford - Paryż.
  • 12. Dubosson-Torbay, M., Osterwalder, A., &Pigneur, Y. (2002). E-business model design, classification, and measurements. Thunderbird International Business Review, 44(1): pp. 5-23.
  • 13. Edmonds, E., Muller, L.,Connell, M. (2006). On Creative Engagement. Visual Communication, vol. 5, no. 3, pp. 307-322.
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  • 15. Goh, E. & Lee, C. (2018). A Workforce to be Reckoned with: The Emerging Pivotal Generation Z Hospitality Workforce. International Journal of Hospitality Management, vol. 73, pp. 20-28.
  • 16. Gorgels P. (2013): P. Gorgels, Rijksstudio: Make Your Own Masterpiece!. In Museums and the Web 2013, N. Proctor & R. Cherry (eds). Silver Spring, MD: Museums and the Web.
  • 17. Hallam, J.(2012). The Social Media Manifesto, Palgrave Macmillan, London.
  • 18. Kapsalis, E. (2016). The Impact of Open Access on Galleries, Libraries, Museums, & Archives Smithsonian Emerging Leaders Development Program.
  • 19. Loader, B., Vromen, A. &Xenos, M. A. (2014). The Networked Young Citizen: Social Media, Political Participation and Civic Engagement, Routledge, New York.
  • 20. Mansfield, G. M., & Fourie, L. C. H. (2004). Strategy and business models: Strange bedfellows? A case for convergence and its evolution into strategic architecture. South African Journal of Business Management, 33(1), pp. 35-44.
  • 21. Mazediahttps://www.mazedia.fr/(29.01.2109 - access date).
  • 22. Morris, M., Schindehutte, M., Allen, J. (2005). The entrepreneur’s business model: Toward a unified perspective. Journal of Business Research, 58: pp. 726-35.
  • 23. Museum4Punkt0 https://www.museum4punkt0.de/en/(29.01.2109 -access date).
  • 24. Osterwalder, A., Pigneur, Y., Tucci, C. L. (2005). Clarifying business models: Origins, present and future of the concept. Communications of the Association for Information Science (CAIS), 16: pp. 1-25.
  • 25. Pew Research Center (2017). http://www.pewresearch.org/facttank/2017/10/11/the-share-of-americans-living-without-a-partner-hasincreased-especially-among-young-adults/ (29.01.2109 - access date).
  • 26. ProhmA. (2018). Double Humboldt:Thoughts on the Digital Twinning of the Humboldt Brothers, Proceedings of the EVA Berlin 2018 Conference, Berlin, 8-10 November 2018, pp. 137-146.
  • 27. Rappa, M. (2004). Business models on the Web. Retrieved February 9, 2007, from http://digitalenterprise.org/models/models.html (29.01.2109 -access date).
  • 28. Rennick-Egglestone, S., et Al.(2016). Families and Mobile Devices in Museums: Designing for Integrated Experiences. J. Comput. Cult. Herit. 9(2): p. 1-13.
  • 29. Sanderhoff, M. (2013). Open Images. Risk or opportunity for art collections in the digital age? Nordisk Museologi, (2), pp. 131-146.
  • 30. Seelos, C., Mair, J. (2007). Profitable business models and market creation in the context of deep poverty: A strategic view. Academy of Management Perspectives, 21: pp. 49-63.
  • 31. Shafer, S. M., Smith, H. J., Linder, J. 2005. The power of business models. Business Horizons, 48: pp. 199-207.
  • 32. Schnaedelbach, H. et Al. (2018). DIGITOPIA: An Interactive Experience to Accompany a Dance Performance for Families, Proceedings of the EVA Berlin 2018 Conference, Berlin, 8-10 November 2018, pp. 127-136.
  • 33. Simal, J. (2005). On-Demand Printing Transforming Museum Visitors Experience. DPP2005: IS&T’s International Conference on Digital Production Printing and Industrial Applications, Amsterdam, pp. 141-142.
  • 34. Stankiewicz, J., Seiler, B., Bortnowska, H. (2017). Young people as a subject of human resources management in the third sector organizations, Management 2/2017, pp. 68-8 0.
  • 35. Stewart, D. W., Zhao, Q. (2000). Internet marketing, business models and public policy. Journal of Public Policy and Marketing, 19: pp. 287-296.
  • 36. The Times (2017) https://www.thetimes.co.uk/article/museum-fees-arekilling-art-history-say-academics-qhfwmdws6 (29.01.2109 - access date).
  • 37. Timmers, P. (1998). Business models for electronic markets. Electronic Markets, 8(2):pp. 3-8.
  • 38. Valeonti, F., Hudson-Smith, A., Terras, M., Zarkali, C. (2018): Reaping the Benefits of Digitisation: Pilot study exploring revenue generation from digitised collections through technological innovation. Proceeding of EVA London 2018, London, UK, 9-12 July 2018, BCS Learning and Development Limited, pp. 56-63.
  • 39. Verwayen, H., Arnoldus, M., Kaufman P. (2011). The Problem of the Yellow Milkmaid, Europeana Whitepaper No. 2.
  • 40. Weill, P., Vitale, M. R. (2001). Place to space: Migrating to e-business models. Boston, MA: Harvard Business School Press.
  • 41. Yip, G. S. (2004). Using strategy to change your business model. Business Strategy Review, 15(15), 17-24.
  • 42. Zott, C., Amit, R. (2009). The business model as the engine of network-based strategies. In P. R. Kleindorfer& Y. J Wind (Eds.), The network challenge. Upper Saddle River, NJ: Wharton School Publishing. pp. 259-275.
Uwagi
PL
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-96a00257-37c1-473a-832b-dd1548bebdca
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