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International Perspectives on Museum Management is the first volume of the ICOM Museum Practice series. Exploring contemporary practices in the field of museum management, the book demonstrates how strategic vision and effective leadership can enable museums to fulfil their varied roles and empower staff to achieve their individual and collective objectives.

Gathering together contributions that shed light on key aspects of running a museum in different parts of the world, the volume examines a wide range of topical issues from a management perspective. Chapters within the volume focus on governance and operations, communication and marketing, accessibility and community engagement, the decline in public funding, sustainability and risk management and planning a new museum or a renewal. As a whole, the book demonstrates that competent and creative museum management is vital to museums' ability to survive and thrive in the face of decreased investment in culture and shifting expectations on the roles that museums should play within society.

Containing insights from respected museum professionals around the world and focusing on topical issues, International Perspectives on Museum Management will be essential reading for museum practitioners working in all types and sizes of museum. The book will also be of great interest to students and academics who have an interest in museum management.

1. Characteristics of Museums and Starting Points for Museum Research -- 2. The modern museum - its role, function, and social mission -- 3. Challenges and opportunities of a modern museum -- 4. A holistic approach to risks and opportunities as a basic prerequisite for a successful museum -- 5. Management in practice: planning, organizing, leading and controlling museum activities -- 6. Financial management of the museum -- 7. Case studies.

The aim of this paper is to argue that the financial challenges of museums are much more structural and complex than the assumption that general economic crisis means economic problems for museums as a direct effect of the former. In other words, in this paper it will be argued that seeing museum management and funding as relating only to national economy entails a very limited understanding of the contemporary identity and governance of museums. This argument will be supported through a description of the intricate structure of museum funding and governance in various parts of the world, but with a focus on European countries. The various conditions of museums having different ownership and formal status will be acknowledged, but the focus will be on museums within the public sphere, whether formally autonomous or not. The conclusion of the paper is that museums many times have to manage in economically very restricted conditions, but that cannot only be related to changes in national economy, but to politics and public governance as well.

Stakeholder theory is extensively explored. On the one hand, previously pointed issues are deepened and reconsidered; on the second, new research contexts emerge. When it comes to museums, due to the changing environmental situation, they have to modify their way of functioning by combining tradi-tional museum duties with managerial perspective and necessity to be effective. Although discussions about museum management include stakeholders, yet such exploration is quite general. Hence, the aim of this article is to look at the stakeholder salience model in the context of the specificity and the prac-tice of public museums' functioning. Through qualitative research with in-depth interviews, content analysis, and observations, stakeholder attributes were specified, with reference to connected activities and associated entities. The findings present what attributes are characteristics of a particular stake-holders' group, including how their diversity and overlapping look like. Moreover, findings showed that perceived stakeholder salience depends on the particular project and that not always salient stakehold-ers have been identified with all three attributes. Although stakeholders are noticed as a crucial element for the effective museums' functioning, their analysis remains at the general level. Hence, by taking one of the theoretical perspectives for the analysis, the study aims to fill in the existing gap. It is also impor-tant to consider the challenges standing in front of the museums, including the difficult situations that arise from the pandemic restrictions. Although in practice it is hard to omit the unpredictability, the recognition of stakeholders' characteristics might minimize the risk and uncertainty, even if a new stakeholder is not considered.

Routledge Companion to Museum Ethics is a theoretically informed reconceptualization of museum ethics discourse as a dynamic social practice central to the project of creating change in the museum. Through twenty-seven chapters by an international and interdisciplinary group of academics and practitioners it explores contemporary museum ethics as an opportunity for growth, rather than a burden of compliance. The volume represents diverse strands in museum activity from exhibitions to marketing, as ethics is embedded in all areas of the museum sector. What the contributions share is an understanding of the contingent nature of museum ethics in the twenty-first century-its relations with complex economic, social, political and technological forces and its fluid ever-shifting sensibility. The volume examines contemporary museum ethics through the prism of those disciplines and methods that have shaped it most. It argues for a museum ethics discourse defined by social responsibility, radical transparency and shared guardianship of heritage. And it demonstrates the moral agency of museums: the concept that museum ethics is more than the personal and professional ethics of individuals and concerns the capacity of institutions to generate self-reflective and activist practice.

Politics takes diverse forms within the museums sector, from the effect of national government policies and funding decisions to the manner in which the contents of museums are presented to the public. This diversity of political forms leads to the creation of a range of administrative and managerial contexts within which museums operate. This paper explores the relationship of political practices and administrative and managerial regimes for the manner in which museums and galleries in the United Kingdom undertake the functions that they are responsible for, and indicates the possibilities and problems for museum and gallery practice that are associated with different political forms.

1. Ethics and the museum -- 2. Ethical perspectives -- 3. Ethics and social responsibility -- 4. Ethical practice -- 5. Ethics and consistency -- 6. Ethics and truth -- 7. Ethics as personal standards -- 8. Ethics and professionalism -- 9. Ethics and predictability -- 10. Ethics as a code.