Relationship marketing in museums: influence of managers and mode of governance

Abstract

On the bases of relationship marketing and social capital, this paper aims to explore whether museums’ external relationships depend on managers and internal relationships as well as on mode of governance. The empirical findings of a hierarchical regression analysis for a sample of 556 museums indicate that close relationships with the external environment require managerial social capital and a supportive culture that favours internal cohesion. Finally, public museums directly run by government entities remain too bureaucratic and lack incentives to promote internal cohesion as well as relationships with customers and other stakeholders. Implications for managers are discussed.