在本文中,我们反思“新公地”理论,并阐述记忆机构的本体论,旨在为“面向公地的”GLAMs(Galleries,图书馆,档案馆和博物馆)。在这样做的时候,在公共资金有限和将记忆机构发展为更具包容性的压力的背景下,我们提出了一种管理和管理文化遗产的替代方案,参与性和“创业”组织。我们的理论分析基于对现有文献的回顾,包括\'Ostromian\'和\''自治主义者\'思想流派,特别是在新的公地(城市,数字,文化/遗产公地)为我们的框架提供信息。我们在这里提出的概念模式是适应部门的特质,描述GLAM中通用实践的功能。这样的框架对于导航未来的研究和设计可行的解决方案以解决欧洲记忆机构当前的挑战至关重要。
在过去的几十年里,GLAMs(画廊,图书馆,档案馆和博物馆)面临着几个挑战,包括由于2008年全球经济危机而导致的公共资金的限制,需要跟上数字化趋势,以便使更多的受众能够获得收藏,COVID-19大流行影响了游客收入等收入来源,许可,捐款,捐赠和赞助。所有这些挑战都要求GLAMs积极主动地采用创新战略,与其他机构合作,利用伙伴关系,并寻求可持续的融资模式,以满足其独特和不断变化的需求。在本文中,我们探索GLAMs作为公地运作的潜力,为了确保它们的活力,可持续性和复原力,同时满足更广泛的社会需求。公地构成了一种资源管理模式(在我们的例子中是文化模式),通过这种模式,特定的社区(而不是国家机构或市场参与者)负责开发和管理(或,在某些情况下,也是在包容性和民主原则下生产)资源。这样,由i)(一组)公共池资源组成的公共区,包括各种物质和无形资源,ii)适当的团体/社区,使用,管理和照顾资源,iii)通过官方和非正式规则组合建立的治理/管理框架,决策过程,治理安排。
In this paper, we reflect on \'new commons\' theory and elaborate on the ontology of memory institutions with the aim to develop a comprehensive conceptual framework for \'commons-oriented\' GLAMs (Galleries, Libraries, Archives and
Museums). In doing so, we propose an alternative for governing and managing cultural heritage against a backdrop of limited public funding and pressures for developing memory institutions into more inclusive, participatory and \'entrepreneurial\' organisations. Our theoretical analysis is grounded in the review of the extant literature, including both the \'Ostromian\' and \'Autonomist\' schools of thought, drawing particularly on the new commons (urban, digital, cultural/heritage commons) to inform our framework. The conceptual schema we present here is adapted to fit with the idiosyncrasies of the sector, describing the functioning of commoning practices in GLAMs. Such a framework is critical for navigating future research and devising workable solutions to address current challenges for memory institutions in Europe.
Over the last decades, GLAMs (Galleries, Libraries, Archives and
Museums) have faced several challenges, including the limitation of public funding due to the global economic crisis of 2008, the need to keep up with digitalization trends in order to make collections accessible to larger audiences, the implications of the COVID-19 pandemic which impacted income sources such as visitor revenues, licensing, donations, endowments and sponsorships. All these challenges require GLAMs to be proactive in adopting innovative strategies, collaborating with other institutions, leveraging partnerships, and seeking sustainable funding models to address their unique and evolving needs. In this paper, we explore the potentiality of GLAMs to operate as commons, towards ensuring their vibrancy, sustainability and resilience, while meeting broader societal needs. The commons constitute a mode of resource management (in our case cultural ones) through which a specific community (instead of a state body or actors of the market) is responsible for the exploitation and managmenet (or, in several cases also the production) of a resource under inclusive and democratic principles. In this way, the commons constitute of i) a (set of) commons pool resource(s), including a diverse range of material and intangible resources, ii) a group/ community that appropriate, use, manage and take care of the resources, iii) a governance/ management framework established through mixes of official and informal sets of rules, decision-making processes, governance arrangements.