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VII ORGANISATIONAL CHANGE: ENHANCING THE
INTEROPERABILITY OF CULTURAL HERITAGE ORGANISATIONS
79
1
Adapting to the network logic
80
2
Towards a cultural e-business model
81
3
Defining interoperability in organisational terms
83
3.1 Mission & values
83
3.2 Collections
84
3.3 Intellectual capital
86
3.4 Co-operation capital and user capital
86
4
Main organisational challenges: Archives, Libraries, Museums
89
4.1 Archives: From "storing objects" to life cycle management
of digital/digitised objects
89
4.2 Libraries: From "reading room" to digital information service centre
91
4.3 Museums: From collections to narrative connections and new experiences
94
4.4 The DigiCULT navigator to becoming a hybrid institution
95
5
Challenge: Developing the human capital
97
5.1 The DigiCULT navigator to human capital as key resource
100
6
Challenge: Developing co-operation capital
102
6.1 General advantages of co-operation
102
6.2 Co-operating to unlock the value of cultural heritage resources
103
6.3 Cross-domain institutional co-operation
111
6.4 The DigiCULT navigator to co-operation capital
112
7
The key role of new cultural heritage organisations in the digital environment
114
7.1 Developing and making accessible digital collections
114
7.2 The DigiCULT navigator to supportive infrastructures for digitisation
116
7.3 Case study: AMICO Developing a multi-tiered partnership model
for digitised cultural heritage resources
117
7.4 Developing protected environments
118
7.5 The DigiCULT navigator to developing protected online environments
119
7.6 Flagships and nutshells: Becoming visible in the digital world
120
7.7 The DigiCULT navigator to intermediary organisations
122
7.8 Case study: SCRAN - Eliminating risk for cultural heritage institutions
123
VIII EXPLOITATION:VALORISING CULTURAL HERITAGE RESOURCES 131
1
Introduction: Adapting to the pressure to ,,go commercial"
132
1.1 High commercial expectations through digital media
132
1.2 Covering the total cost of ownership of cultural heritage
133
1.3 Impact of the pressure
134
1.4 What cultural heritage experts see to be relevant areas of exploitation
135
2
Online business models
138
2.1 Capturing and selling user attention & information
140
2.2 Developing and selling products: e-retailing
142
2.3 e-ticketing
144
2.4 Digital commerce (digital products)
144
2.5 Pay-per-view model - interactive TV
146
2.6 Selling subscriptions
147
2.7 Short case study: Fathom Knowledge Network Inc.
148