Abstract:
This article reports on a case study of a failed new entrant Sydney museum that
entered the museum market in 1991 and exited in 1997. In tracking the trajectory of the new
entrant museum, and the relationship between managers and stakeholders, factors can be isolated
that enhance or erode value creation, capture and exchange. The study suggests that the
framework of value creation, capture and exchange can be established as a template for assessing
stakeholder relationships in the case of new entry. This particular case also highlights the conflicts
and complexities inherent in repositioning government dependent, public good institutions to more
market driven enterprises.
