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This chapter begins with a brief journey through the history of art in order to point out art serves both social and psychological functions and how it is tinged by civilizational and historical context by accumulating layers of purposes and sense from the past times and diverse mind frames. Art produced in the first quarter of the twenty-first century has absorbed the late trends of the twentieth century and has traced and reinforced some paths, especially those in connection to economy (art as a valuable market product) and society (art as statement, critical posture and participatory citizenship). The chapter brings together these ideas with examples showing, on one side, the economic connection of art to the market and mass consumption, while other projects, on the other side, include a politicized facet and activism through self and collective curatorship, participatory art and glocalization of its matters of interest, audiences and social impact.

This study aims to explore if, with increasing consumer empowerment, consumers are actively pulling content through a multitude of platforms rather than relying on media owners to dictate their product choices. How do media owners and content producers move toward a more reciprocal and interactive business strategy to deal with the change?

The study was qualitative and exploratory in nature and utilized in-depth and semi-structured interviews of media consumers and experts.

Consumer behavior has changed due to increased product control, in terms of type and occasion, across all income levels. The value of curatorship has increased and social media has fundamentally changed consumption patterns. Using the Berthon et al. model of response functions, we found that, content producers often suffer from inertia and operate with an Isolate strategy. The second most common approach is that of Follow or customer orientation. There is limited engagement with the innovation orientations of Shape and Interact. It is best for the industry to move toward an Interact model, accepting that consumers sometimes wish to create and at other times wish content to be effortlessly provided to them.

This study adopted a qualitative approach of industry experts and consumers within a single context. The further implications would be to develop the Interact strategy in more detail, especially toward the end of how to get media providers to change their current orientations.

Business models of product producers in the new business environment seek to be more consumer-centric. This must not be done at the expense of an innovation orientation.

There has been a lot of discussion on the need to change business models in the wake of changed consumer behavior. The current paper provides guidance on how to respond to the new media world.

The paper aims to analyse a specific configuration of coworking space that emphasises the production of social value in the territory (resilient/welfare-oriented coworking). This kind of space represents the current evolution of coworking that recovers the original meaning of coworking space to promote social changes, questions the role of the physical space and brings to the fore its connections between the internal (space) and the external (territory).

The paper presents an action research on a rising network of coworking spaces. The action research was based on qualitative interviews of the founders and main stakeholders of the network and monthly meetings discussions with the steering committee of the coworking spaces.

The paper provides some key elements that highlight different meanings related to the value produced by the coworking spaces and related interpretations of the material and immaterial characteristics of the spaces. The results also highlight different managerial challenges connected with these interpretations.

The main results of the study shed light on the fact that it is not enough to focus on material aspects of the coworking space, such as the design and the dispositions of furniture and the curatorship of the relationships among coworkers, if the desired outcome is a reinterpretation of work against the consolidated individualistic paradigm. Rather, the boundary work is the condition that permits to sustain and maintain the evolutionary trajectory of coworking in the most innovative direction. Inside a network of different stakeholders, aimed at integrating individual and collective needs, the constant crossing of boundaries between people, relationships and contexts is the process that permits to generate new meanings and possibilities of action (affordance), holding a transformative potential.

This paper aims to examine the conceptual arguments surrounding accounting for heritage assets and the resistance by some New Zealand museums to a mandatory valuing of their holdings.

Evidence was derived from museum annual reports, interviews and personal communications with representatives of the Institute of Chartered Accountants of New Zealand (ICANZ) and a range of New Zealand museums.

ICANZ's requirement that heritage assets be accounted for in a manner similar to other assets is shown as deriving from a managerialist rationality which, in espousing sector neutrality, assumes an unproblematic stance to the particular nature and circumstances of museums and their holdings. Resisting the imposition of the standard, New Zealand's regional museums evince an identity tied more strongly to notions of aesthetic, cultural and social value implicit in curatorship, than to a concern with the economic value of their holdings. Museum managers and accountants prefer to direct their attention to what they see as more vitally important tasks related to the conservation, preservation and maintenance of heritage assets, rather than to divert scarce funds to what they see as an academic exercise in accounting.

The paper points to some of the difficulties inherent in the application of a one‐size‐fits‐all application of an accounting standard to entities and assets differentiated in their purpose and essence.

This study investigated the contribution of artificial intelligence (AI) to the efficiency of customer service. This study contributes to services technological innovation in process management, a field not yet settled in the literature.

AI is a multidisciplinary field of research that has stood out for the technological dynamism provided to organizational products and processes. The study was carried out at an Analytical Intelligence Unit (AIU) of a Brazilian commercial bank that applies AI integrated with IBM's Watson system. The study used data content analysis, structured and supported by Atlas.ti software.

The notorious AI cognitive maturity evolution allowed 181 million interactions and 7.6 million attendances in 2020, improving services efficiency, with gains in agility, availability, accessibility, resoluteness, predictability and transshipment capacity. The chatbot service reduced the queues of call centers and relationship centers, allowing the human attendant to perform more complex attendances.

The main limitations of this study relate to the research cutout and its borders, such as the choice of participants and their areas of activity, and the choice of the unit of analysis.

The results indicated that attendance through the virtual assistant increased by more than a 1,000% from 2019 to 2020, demonstrating the bank was technologically ready to face the Covid-19 pandemic effects.

In line with the evolutionary theory of innovation, the authors concluded that technological scaling in AI allows exponential gains in customer service efficiency and business process management. They also conclude that the strategy for creating AIUs is successful, once it allows centralizing, structuring and coordinating AI projects in R&D cooperation, cognitive computing and analytics.

The aim of this paper is to investigate the nature of public value in the context of Swedish public museum management and how it is created.

The museum context is introduced, and assumptions and principles underpinning new public management (NPM) and public value management, along with examples of applicability and implementation in museums, are presented. Three key issues of convergence and divergence within the theoretical framework – strategic orientation, accountability and performance – are identified and introduced as a gateway to the empirical findings and the ensuing discussion.

NPM-oriented values have become part of the strategic orientation of the museum sector. The results of this study show that there exist at least three conceptions of museum management that are based on two different strategic orientations, that is, accessibility and conservation, which also point to different conceptions of value.

Museum management can be seen as the management of tensions between conservation and accessibility and between customer orientation and stakeholder orientation towards the creation of museum value.

The findings will assist museum management determine not only what value is but also for whom it is valuable, taking into account both present and future generations.