Managing substitutive and complementary technologies in cultural institutions: Market/mission perspectives
Managing substitutive and complementary technologies in cultural institutions: Market/mission perspectives

Summary/Abstract: Digitalization and artificial intelligence are changing modern business organizations. New technologies help to analyze business environment, track customers, control work performance and improve products. The aforementioned phenomenon has received considerably little attention in current literature on culture management. Our goal is to find (1) what types of technologies are used by cultural institutions (CIs) and (2) for what reason. The hypothesis of the article is that CIs use various technologies and tools. Websites, leaflets and audiovisual materials of 139 CIs around the world (theaters, art galleries, opera houses, museums) were analyzed. It was found that CIs use both complementary (CT) as well as substitutive technologies (ST) for managerial and mission-oriented purposes. In our article, the matrix of technologies used by CIs is proposed. Our findings suggest that CIs adapt to changing technological environment by implementing tools that support them in the mission’s fulfillment and management. Moreover, new technologies are used by CIs as both employees’ reinforcement as well as their replacement.

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