Value creation through investments in Web-based systems within not-for-profit organisations: the case of two UK museums

A large number of not for profit organisations use Web technologies for community building, to improve services offered to their public or to generate income. However, the Internet is not a universal panacea and between the hype and counter-hype on the benefits of Web technologies, it is clear there are limits. Some third sector organisations are failing to make the most ofWeb technologies. Thus, it is important to develop a clear understanding of the process of deriving value from those technologies within a not-forprofit environment. This thesis aims at' understanding the way organisational value can be derived from investments in Web technologies within the museum context. Two in-depth case studies of Web projects' implementation processes and their financial, as well as non financial outcomes within two UK museums are presented. The data presented in this thesis was collected through a variety of methods including semi-structured interviews, observation, document review and an evaluation of the two websites. A theoretical approach that takes into account orga~isational and cultural issues embedded in Web-based systems was used in order to uhderstand better the process of acquiring value from the Web activities of the two museums. Thus, a synthesised conceptual framework based on the 'Mangle of Practice' and the 'Limits to Value' model was used for data collection. While the theoretical framework equipped the researcher with a sound basis upon which data collection was conducted, the framework did not offer much assistance in the task of data analysis. For this purpose, techniques were adapted from grounded theory. The two case studies show that although limited resources and the challenges of dealing with the digital content are very important issues for museums, Web systems planning aligned to the museum strategy and assigning the responsibility for the monitoring of Web related initiatives to a senior manager with a broad view of the organisation, as well as the power to initiate changes can improve the value obtained from those initiatives

Name dc:type.qualificationname

phd

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

City University London

Year dc:date.issued

2008

Author dc:creator

• Chanopoulou, M.

• HB Economic Theory