How a museum dies: The case of new entry failure of a Sydney museum

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dc.contributor.author Burton, Chris en_US
dc.date.accessioned 2009-08-20T13:02:30Z
dc.date.available 2009-08-20T13:02:30Z
dc.date.issued 2007 en_US
dc.identifier 2006008775 en_US
dc.identifier.citation Burton Christine 2007, 'How a museum dies: The case of new entry failure of a Sydney museum', Routledge Taylor & Francis Group, vol. 22, no. 2, pp. 109-129. en_US
dc.identifier.issn 0964-7775 en_US
dc.identifier.other C1 en_US
dc.identifier.uri http://hdl.handle.net/10453/1160
dc.description.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. en_US
dc.publisher Routledge Taylor & Francis Group en_US
dc.title How a museum dies: The case of new entry failure of a Sydney museum en_US
dc.parent Museum Management and Curatorship en_US
dc.journal.volume 22 en_US
dc.journal.number 2 en_US
dc.publocation United Kingdom en_US
dc.identifier.startpage 109 en_US
dc.identifier.endpage 129 en_US
dc.cauo.name BUS.School of Leisure, Sport and Tourism en_US
dc.conference Verified OK en_US
dc.for 210200 en_US
dc.personcode 980128 en_US
dc.percentage 100 en_US
dc.classification.name Curatorial and Related Studies en_US
dc.classification.type FOR-08 en_US
dc.edition June en_US
dc.description.keywords New museums; Value creation; Museum survival; Stakeholders en_US
dc.staffid 980128 en_US


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