Business models
The concept of the business model has been widely taken up over the past two
decades. This is due to the value of its holistic approach to organization, which opens
up many opportunities for innovation, as much in terms of value propositions as of all
the other aspects that make up a business model (distribution, client relations and
segmentation, resources, activities, and key partners). In the cultural sector, which
follows both market and public service logic, current reflections on this subject have
chiefly focused on managerial optimization. This article considers the transferability of
certain business models to the cultural sector, particularly in cases that challenge the
organizational creativity of cultural institutions. Attention is paid to how this may open these organizations to new opportunities, embedding them more actively in their cultural and social ecosystems, and developing projects that build on their intrinsic and extrinsic value (social innovation and cohesion, civic participation, creative economy, etc.).