Search

During the pandemic, the idea that digital adoption would revolutionise audience engagement became widespread in the museum sector. This paper explores whether this is true, utilising tools and debates from the digital humanities to analyse the online content and audiences of a representative sample of 315 museums in the UK.

This document reflects the distributed administrative structure to be put into practice by the Implementing New Knowledge Environments (INKE) group for the purpose of governing itself as it carries out work on its Major Collaborative Research Initiative (MCRI)-funded initiative. The INKE group consists of academic researchers, academic research partners (many invested as stakeholders as well), an international advisory board, a partners committee, individual research area groups (RAG) each with their own (co)leads who act as administrators for the group and form the overall RAG administrative group committee, and an executive committee (EC) that represents all areas of activity in the research endeavour and also includes an administrative/ management advisor (who carries out work and provides leadership on process, not research content) and a project manager. Taken as a whole, the structure of the group is an embodiment of the distributed administrative and authoritative principles that have evolved over the several years of the project's foundation, and the materials that follow have been assembled and authored by the entirety of the administrative team in that spirit. This document is also closely aligned with the processes outlined in two related documents: the annual calendar and the annual RAG planning process.

Digital project teams are by definition comprised of people with various skills, disciplines, and content knowledge. Collaboration within these teams is undertaken by librarians, academics, undergraduate and graduate students, research assistants, computer programmers and developers, content experts, and other individuals. While this diversity of people, skills and perspectives creates benefits for the teams, at the same time, it creates a series of challenges which must be minimized to ensure project success. Drawing upon interview and survey data, this paper explores the benefits, challenges, and patterns of interaction associated with these types of project teams. It will conclude with a series of recommendations focused on harnessing the advantages while minimizing the challenges.