Articulating Growth and Cultural Innovation in Art Museums

In this article we question how organizations in the creative industries deal with the tension between the requirements for growth and for cultural innovation by revising their business models. Using a longitudinal study of the Louvre museum, we show how the pursuit of cultural innovation drove the museum's recent business model revision. In particular, we analyze the model's transformation from a growth-oriented business model to a global and innovative business model, and highlight the organization's efforts to create symbolic value from its unique art collections through innovative exhibitions and displays. We describe the different drivers behind the shifts in value propositions and in the organization, its resources, and competencies, and discuss how cultural innovation can be a powerful driver for revising and finetuning creative-industry business models.

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