Co-creación de valor en un ecosistema de organizaciones culturales
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2024-08-14
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Pontificia Universidad Católica del Perú
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Resumen
Según la literatura, existe una brecha de participación en las actividades
del sector cultural que amenaza la sostenibilidad de sus organizaciones. El
problema ha sido ampliamente abordado en estudios de Gestión y Marketing
Cultural, pero muy poco como un fenómeno inserto en un complejo ecosistema,
poblado de mecanismos de gestión que promueven o restringen la co-creación
de valor.
Desde la perspectiva de la lógica dominante de servicio (S-D), esta
investigación toma como objeto de estudio a la Red de Puntos de Cultura del
Perú para examinar la forma en que se co-crea valor, a través de la
observación del anclaje, engagement, alineamiento y valor en contexto de
líderes de organizaciones culturales, usuarios y gestores públicos.
La complejidad del problema requiere que la metodología sea mixta, lo
que incluye encuestas y entrevistas a líderes y usuarios de Puntos de Cultura
(PDC), y un focus-group a gestores públicos. De forma global, la estrategia es
secuencial explicativa, aunque contiene una sección de diseño convergente:
una primera encuesta exploratoria da pie a la recolección convergente de data
cuantitativa y cualitativa, que luego permite una etapa de triangulación
cualitativa.
Los hallazgos cualitativos revelan: Entrevistas a usuarios: i) el fomento
de identidad cultural es una institución central; ii) usuarios y PDC tienen algo
grado de intercambio; iii) el valor percibido está vinculado a educación,
entretenimiento y afecto. 2) Entrevistas a PDC: i) existe tensión de lógicas
institucionales entre PDC y actores estatales que restringe la co-creación de
valor; ii) el engagement de los líderes determina el del equipo. Los hallazgos
cuantitativos en ambos modelos revelan: i) anclaje cultural destaca como
antecedente de engagement del actor; ii) engagement del actor no tiene efecto
directo sobre valor en contexto; iii) el alineamiento de las plataformas de
interacción media la relación entre engagement del actor y valor en contexto.
According to the literature, there is a participation gap in the activities of the cultural sector that threatens the sustainability of its organizations. The problem has been widely addressed in Arts Management and Marketing studies, but very little as a phenomenon embedded in a complex ecosystem, populated by management mechanisms that promote or restrict the co-creation of value. From the perspective of the service dominant logic (S-D), this research takes as its object of study the Puntos de Cultura of Peru Network to observe the way in which value is co-created in this ecosystem through the observation of embeddedness, engagement, alignment and value-in-context of leaders of cultural organizations, users and public managers. The complexity of the problem requires a mixed methodology, including surveys and interviews with leaders and users of Puntos de Cultura (PDC), and a focus-group of public managers. Overall, the strategy is sequential explanatory, although it contains a section of convergent design: a first exploratory survey leads to the convergent collection of quantitative and qualitative data, which then allows for a second stage of qualitative triangulation. The qualitative findings reveal: 1) in the Users Model: i) cultural identity promotion stands out as the most valued institution; ii) users and PDC have some degree of value co-creation; iii) perceived value is linked to education, entertainment and affection. 2) in the PDC Model: i) there is a tension of institutional logics between PDC and State actors that restricts value cocreation; ii) the engagement of the leaders determines the engagement of the team. Quantitative findings in both models reveal the following: i) cultural embeddedness stands out as an antecedent of actor engagement; ii) actor engagement has no direct effect on value-in-context; iii) the alignment of interaction platforms mediates the relationship between actor engagement and value in context.
According to the literature, there is a participation gap in the activities of the cultural sector that threatens the sustainability of its organizations. The problem has been widely addressed in Arts Management and Marketing studies, but very little as a phenomenon embedded in a complex ecosystem, populated by management mechanisms that promote or restrict the co-creation of value. From the perspective of the service dominant logic (S-D), this research takes as its object of study the Puntos de Cultura of Peru Network to observe the way in which value is co-created in this ecosystem through the observation of embeddedness, engagement, alignment and value-in-context of leaders of cultural organizations, users and public managers. The complexity of the problem requires a mixed methodology, including surveys and interviews with leaders and users of Puntos de Cultura (PDC), and a focus-group of public managers. Overall, the strategy is sequential explanatory, although it contains a section of convergent design: a first exploratory survey leads to the convergent collection of quantitative and qualitative data, which then allows for a second stage of qualitative triangulation. The qualitative findings reveal: 1) in the Users Model: i) cultural identity promotion stands out as the most valued institution; ii) users and PDC have some degree of value co-creation; iii) perceived value is linked to education, entertainment and affection. 2) in the PDC Model: i) there is a tension of institutional logics between PDC and State actors that restricts value cocreation; ii) the engagement of the leaders determines the engagement of the team. Quantitative findings in both models reveal the following: i) cultural embeddedness stands out as an antecedent of actor engagement; ii) actor engagement has no direct effect on value-in-context; iii) the alignment of interaction platforms mediates the relationship between actor engagement and value in context.
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Creación de valor, Relaciones con los clientes, Gestión cultural
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