ABSTRACT: This paper explores how the art museum's leadership, management structure, and internal communications influence its workplace culture. Using ethnographic inquiry and grounded theory, the paper demonstrates how a specific museum's organizational culture is constructed and how it can be changed through various structural and value-driven changes based on an emerging theory of an organization as an open system. At the museum, an unstable organizational structure caused by frequent leadership turnover factored heavily in creating a non-collaborative workplace with ongoing personal conflicts. The institutional and internal changes called for a more flexible management system than the traditional hierarchical structure. However, by adopting qualities of a learning organization that constantly evolves and grows, this art museum can become a more effective and efficient organization with a stable management structure, sustainable and collective leadership, an effective communicational system, and therefore a positive, cohesive, and vision-driven workplace.
|Number of pages||19|
|Journal||Museum Management and Curatorship|
|State||Published - Mar 14 2016|
Bibliographical noteFunding Information:
ACKNOWLEDGMENT JvH was funded by an ERC Consolidator grant awarded to Joah Madden (616474).
© 2015 Taylor & Francis.
- Museum workplace culture
- learning organization
- organizational theories
ASJC Scopus subject areas
- Business and International Management
- Visual Arts and Performing Arts
- Tourism, Leisure and Hospitality Management