Browsing by Author "Sutherland, Tamarisk"

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More than a one night stand: evolving partnerships between public museums and corporate organisations
(Te Herenga Waka—Victoria University of Wellington, 2006) Sutherland, Tamarisk
The relationship between the arts and business, although historically relatively separate, has moved much closer in recent years. How has the relationship between public museums and corporate organisations evolved in the recent past? There has been little previous research in this field, which has focused mostly on the benefits for museums. By conducting research into the perceived benefits of such relationships for both parties involved, this thesis makes a valuable contribution to museum studies. This research examined two case studies in Wellington comprising two public museums - City Gallery Wellington and the Museum of New Zealand Te Papa Tongarewa - and a select number of corporate partners associated with chosen exhibitions at each institution: Telecom, Saatchi & Saatchi, Ernst & Young, and TOWER. In each case study, both the museum and its partners were interviewed to gain a balanced view about the detailed dynamics of their relationship. A combination of primary and secondary methods were used, including key informant interviews and secondary literature. A theoretical framework was developed, based on James E. Austin's collaboration continuum, to trace a paradigm shift from one-off transactions towards integrative relationships. This research has two main findings. The parties involved in the case studies have evolved from a sponsorship arrangement towards strategic partnerships. No longer are these relationships based on the corporate giving financial support for minimal return. Now there are wide-ranging benefits from close interaction between both the corporate and the public museum. These benefits include: an annual financial contribution or pro-bono support, corporate brand recognition and recall, client hosting opportunities, and for the corporate partner a sense of belonging to the museum. This thesis has demonstrated that partnerships between museums and business have reached a new stage, an intensely integrated partnership more akin to a marriage than a one-night stand. This original study has implications for museum studies and for current museum practice. It may facilitate closer relationships between the creative and corporate sectors who, once set apart, are increasingly working together.