Caveat Venditor? Museum merchandising, nonprofit commercialization, and the case of the Metropolitan Museum in New York

Voluntas

Volumn 17, Issue 2, 2006, Pages 95-109

  Toepler, Stefan ^a  

^a GEORGE MASON UNIVERSITY   (United States)

Author keywords

Commercialization; Earned income; Merchandising; Metropolitan Museum in New York; Museums; Social entrepreneurship

Indexed keywords

COMMERCIAL ACTIVITY; COMMERCIALIZATION; ECONOMIC DEVELOPMENT; ENTREPRENEUR; NONPROFIT ORGANIZATION;

NEW YORK [UNITED STATES]; NORTH AMERICA; UNITED STATES;

EID: 33748643997     PISSN: 09578765     EISSN: None     Source Type: Journal    
DOI: 10.1007/s11266-006-9012-6     Document Type: Review

References (30)

1. Abramson, A., Salamon, L. M., & Steuerle, C. E. (1999). The nonprofit sector and the Federal budget: Recent history and future directions. In E. Boris & C. E. Steuerle (Eds.), Nonprofits & government: Collaboration and conflict. Washington, DC: Urban Institute Press, pp. 99-139.
2. Alexander, V. (1996). Museums & money: The impact of funding on exhibitions, scholarship, and management. Bloomington: Indiana University Press.
3. Alexander, J. (2000). Adaptive strategies of nonprofit human service organizations in an era of devolution and new public management. Nonprofit Management and Leadership, 10(3), 287-303.
4. Anheier, H. K., & Toepler, S. (1998). Commerce and the muse: Are art museums becoming commercial? In B. Weisbrod (Ed.), To profit or not to profit? The commercial transformation of the nonprofit sector. New York: Cambridge University Press, pp. 233-248.
5. Bornstein, D. (2004). How to change the world: Social entrepreneurs and the power of new ideas. New York: Oxford University Press.
6. Brinckerhoff, P. (2000). Social entrepreneurship: The art of mission-based venture development. New York: John Wiley.
7. Cobb, N. (1996). Looking ahead: Private sector giving to the arts and humanities. Washington, DC: President's Committee on the Arts and the Humanities.
8. Dees, J. (1998). Enterprising nonprofits. Harvard Business Review, 76(1), 54-69.
9. Dees, J., Emerson, J., & Economy, P. (2001). Enterprising nonprofits: A toolkit for social entrepreneurs. New York: John Wiley.
10. Dees, J., Emerson, J., & Economy, P. (2002). Strategic tools for social entrepreneurs: Enhancing the performance of your enterprising nonprofit. New York: John Wiley.
11. DiMaggio, P. (1986a). Cultural entrepreneurship in nineteenth-century Boston. In P. DiMaggio (Ed.), Nonprofit enterprise in the arts: Studies in mission & constraint. New York: Oxford University Press, pp. 41-61.
12. DiMaggio, P. (1986b). Can culture survive the marketplace? In P. DiMaggio (Ed.), Nonprofit enterprise in the arts: Studies in mission & constraint. New York: Oxford University Press, pp. 65-92.
13. James, E. (1983). How nonprofits grow: A model. Journal of Policy Analysis and Management, 2(3), 350-365.
14. Larson, R. (2002). Venture forth!the essential guide to starting a moneymaking business in your nonprofit organization. St. Paul, MN: Amherst H. Wilder Foundation.
15. Lyman, R., & Hodgkinson, V. (Eds.) (1989). The future of the nonprofit sector: Challenges, changes, and policy considerations. San Francisco: Jossey-Bass.
16. Malaro, M. (1994). Museum governance: Mission, ethics, policy. Washington, DC: Smithsonian Institution Press.
17. Salamon, L. (1993). The marketization of welfare: Changing nonprofit and for-profit roles in the American welfare state. Social Service Review, 67(1), 17-39.
18. Salamon, L. M. (1995). Partners in public service: Government-nonprofit relations in the modern welfare state. Baltimore: Johns Hopkins University Press.
19. Smith, S. R., & Lipsky, M. (1993). Nonprofits for hire: The welfare state in the age of contracting. Cambridge, MA: Harvard University Press.
20. Stevens, L. (1996). The earnings shift: The new bottom line paradigm for the arts industry in a market-driven era. Journal of Arts Management, Law and Society, 26(2), 101-114.
21. Temin, P. (1991). An economic history of American art museums. In M. Feldstein (Ed.), The economics of art museums. Chicago: University of Chicago Press, pp. 179-193.
22. Toepler, S., & Dewees, S. (2005). Are there limits to financing culture through the market? Evidence from the U.S. museum field. International Journal of Public Administration, 28(1/2), 131-146.
23. Toepler, S., & Kirchberg, V. (2002). Museums, merchandising and nonprofit commercialization. National Center for Nonprofit Enterprise Working Paper, available at www.nationalnce.org
24. Weisbrod, B. (1997). The future of the nonprofit sector: Its entwining with private enterprise and government. Journal of Policy Analysis and Management, 16(4), 541-555.
25. Weisbrod, B. (Ed.) (1998a). To profit or not to profit? The commercial transformation of the nonprofit sector. New York: Cambridge University Press.
26. Weisbrod, B. (1998b). Modeling the nonprofit organization as a multiproduct firm: A framework for choice. In B. Weisbrod (Ed.), To profit or not to profit? The commercial transformation of the nonprofit sector. New York: Cambridge University Press, pp. 47-64.
27. Wilson, R. (1998). Philanthropy in 18th-century Central Europe: Evangelical reform and commerce. Voluntas, 9(1), 81-102.
28. Young, D., & Salamon, L. (2002). Commercialization, social ventures, and for-profit competition. In L. M. Salamon (Ed.), The state of nonprofit america. Washington, DC: Brookings Institution Press, pp. 423-446.
29. Zietlow, J. (2001). Social entrepreneurship: Managerial, finance and marketing aspects. Journal of Nonprofit & Public Sector Marketing, 9(1/2), 19-43.
30. Zimmerman, B., & Dart, R. (1998). Charities doing commercial ventures: Societal and organizational implications. Ottawa, Canada: CPRN and the Trillium Foundation.