Literary museums today must respond to new challenges; the traditional image of the author’s home museum as a sacred place of literary pilgrimage centered around a national hero has been questioned, and literary museums have begun to develop new strategies centered not only on biography, but also literary texts, imagined spaces, different readers, historical contexts, architectural concepts, and artistic interventions. As this volume shows, the changing of spaces asks how literary museums create new ways of interlinking real and literary spaces, texts, objects, readers, and tourists.

Literary museums today must respond to new challenges; the traditional image of the author’s home museum as a sacred place of literary pilgrimage centered around a national hero has been questioned, and literary museums have begun to develop new strategies centered not only on biography, but also literary texts, imagined spaces, different readers, historical contexts, architectural concepts, and artistic interventions. As this volume shows, the changing of spaces asks how literary museums create new ways of interlinking real and literary spaces, texts, objects, readers, and tourists.

Museums must change to illuminate the histories, cultures, and social issues that matter to their local population. Based on a unique longitudinal ethnographic study, Transforming Museum Management illustrates how a traditional art museum attempted to transform into a more inclusive and community-based institution. Using open systems theory and the Buddhist concept of mutual causality, it examines the museum’s internal management structure and culture, programs and exhibitions, and mental models of museum workers. In providing both theoretical and practical foundations to transform management structures, this accessible volume will benefit stakeholders by proposing a new culture and structure to arts institutions, to change practice to be more relevant, diverse, and inclusive. This book will be an invaluable resource for researchers and advanced students of museum studies, cultural management, arts administration, non-profit management, and organizational studies.

In his book, Graham Black argues that museums must transform themselves if they are to remain relevant to 21st century audiences – and this root and branch change would be necessary whether or not museums faced a funding crisis. It is the result of the impact of new technologies and the rapid societal developments that we are all a part of, and applies not just to museums but to all arts bodies and to other agents of mass communication. Through comment, practical examples and truly inspirational case studies, this book allows the reader to build a picture of the transformed 21st century museum in practice. Such a museum is focused on developing its audiences as regular users. It is committed to participation and collaboration. It brings together on-site, online and mobile provision and, through social media, builds meaningful relationships with its users. It is not restricted by its walls or opening hours, but reaches outwards in partnership with its communities and with other agencies, including schools. It is a haven for families learning together. And at its heart lies prolonged user engagement with collections, and the conversations and dialogues that these inspire. The book is filled to the brim with practical examples. It features: an introduction that focuses on the challenges that face museums in the 21st century an analysis of population trends and their likely impact on museums boxes showing ideas, models and planning suggestions to guide development examples and case studies illustrating practice in both large and small museums an up-to-date bibliography of landmark research, including numerous websites Sitting alongside Graham Black's previous book, The Engaging Museum, we now have a clear vision of a museum of the future that engages, stimulates and inspires the publics it serves, and plays an active role in promoting tolerance and understanding within and between communities.

As an historical account of the exchange of “duplicate specimens” between anthropologists at the Smithsonian Institution and museums, collectors, and schools around the world in the late nineteenth century, this book reveals connections between both well-known museums and little-known local institutions, created through the exchange of museum objects. It explores how anthropologists categorized some objects in their collections as “duplicate specimens,” making them potential candidates for exchange. This historical form of what museum professionals would now call deaccessioning considers the intellectual and technical requirement of classifying objects in museums, and suggests that a deeper understanding of past museum practice can inform mission-driven contemporary museum work.

Literary museums today must respond to new challenges; the traditional image of the author's home museum as a sacred place of literary pilgrimage centered around a national hero has been questioned, and literary museums have begun to develop new strategies centered not only on biography, but also literary texts, imagined spaces, different readers, historical contexts, architectural concepts, and artistic interventions. As this volume shows, the changing of spaces asks how literary museums create new ways of interlinking real and literary spaces, texts, objects, readers, and tourists.

This third volume in a bestselling series on culture, society, and museums examines the effects of globalization on contemporary museum, heritage, and exhibition practices.