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This work aims to analyze the transformation process of the Prado Museum in the last decade (2002-2012), taking into consideration its relationship with the international panorama. The search for sustainability and new business models for cultural institutions is a lively open debate. The Prado solution is particularly interesting considering the European situation. Moreover the Spanish context, considering the difficulties of a serious economic crisis, represents a fascinating laboratory for research and innovation. The analysis relies on a managerial studies perspective. The Prado is a state museum that was totally dependent to the PA. The changes reviewed have been influenced by New Public Management (NPM) theories . The Prado has created a hybrid managerial model thanks to a new juridical status that implies an autonomous management. The museum attempts to rich financial sustainability through the self-management of its resources and independent governance.What emerges is a partial renewal process where some issues, related to the burden of the PA, have not been solved. However concerning many aspects, the museum has improved through this hybrid model.
About the author
Ph.D. Candidate in Public Management and Governance, University of Rome ¿Tor Vergatä. Graduated in Cultural management at University of Bologna (Italy), Faculty of Economics. She is a teaching assistant for the courses of public and non-profit management and co-organizer of the master MEMIS (Management, economics and Social Innovation).
