Editoriale
Mind the Gap
The cultural sector needs managers. There is no other reason why the cultural sector is not the great thing of this era. The entire sector has changed since Europe acknowledged culture as one of the most interesting future industries. Analyses, data, business plans, financial statements, sustainability concerns: culture is no longer what we were used to thinking. Managing tools are more and more sophisticated, urban planning tools could provide real-time data about city fruition. Museum services, such as audioguides can interact with visitors based on their position within the exhibition area. The undeniable growth in terms of economic planning abilities that the cultural sector has experienced in the last ten or fifteen years, should have produced a comparable growth in incomes related to cultural activities.
Gestire cultura
Commercial Districts and Corporate Planning: an international review
The literature review aims at representing the different applications of the concept of the Trade District by comparing similar experiences on an international level (North-America, Western Europe, South Africa, Japan). The framework of the Trade District, globally, is acknowledged in different ways. Thus, this framework is not directly adopted in all the case histories analyzed by this paper. This is acknowledged in Table 1 where the describer is “commercial and economic development model”. Today, the reflections about the District intend the territory of the District as a sort of protected area. In this perspective, the District becomes a circumscribed area in which transactions are linked through proximity. Considering that the distributive value is influenced by characteristics acting in a context of variable geometry, e. a. proximity and contiguity, it is necessary to re-thing the District in its whole. In such a perspective, indeed, the District represents a planning tool able at interpreting the quality of territorial dynamics (cities and societies) also in relation to the digital component.
Metropolis
Knowledge and exploitation of local resources: the historical centers of the Comino Valley
This contribution is focused on an area located in the southern area of the Lazio region called “Valle di Comino” that has valuable characteristics from an environmental and historical construction point of view. It’s part of a wider research path carried out within the Laboratory of Documentation Analysis Survey and Technical Architecture (DART) of the University of Cassino and Southern Lazio which deals with the analysis of the historical centers of southern Lazio, from architectural to environmental emergencies
Libri
Gamification Tourism
The tourism experience during a holiday or a trip is surely an amazing situation and, for some aspects, it could be compared to the gaming experience. Both of them, in fact, are characterized by the combination of positive emotions and pleasant moment. These common peculiarities are fundamental for the application […]
Calls for papers
Call For Papers on “Crafting international strategies”
SAM – Strategic Arts Management Master Class and Tafter Journal launch a call for papers on culture between site-specific creativity and international markets. Get involved! You’ll have the possibility to get 100% off of the SAM registration fee!
After
Museums and Storytelling: From the last trends to the future
In 2010, Kelly found that museums’ adult visitors were deeply aware of their learning preferences and that they wanted experiences both educational and entertaining. On a more general scale, LaPlaca Cohen “Culture Track Report 2014” reveals how the meaning itself of what a cultural experience is like, expanded to activities more related to nature and entertainment. According to this report, audience values a TED talk or a visit to a Botanic Garden just as culturally engaging as going to the museum or attending a theater performance. The public is more demanding and wants to satisfy more than one need at the same time, pursuing activities that are educational, entertaining, interactive and customizable. This expanded notion of culture is on top of the priorities of professionals, as it challenges them to find continuously newer and more unique attractions, able to deal with a much wider range of competitors to the public attention. In order to address the increased uncertainty, museums reshaped their programs to include more and more extra-ordinary events, such as family days, curators’ talks, nocturnal exhibitions, and so on. On the one hand, special events are successfully flourishing and tend to be more participated, to have a wider impact on social media and to be more easily sponsored than ordinary programs. On the other hand, it seems that museums would be struggling at actually improving the ordinary visitors’ experience, which is a much more radical transformation affecting deeply each department, from the Curatorial to the Visitors’ Services and it is often extremely costly. In this gap among special programming and ordinary visit, the organization Museum Hack has found a fertile environment for its growth.
