Abstract
This thesis investigates the extent to which co-creation work between museums and communities influences museum practices. It considers co-creation as an approach that challenges traditional power dynamics in museums and explores how this might catalyse change across these organisations. In particular, it looks at how co-creation work changes the way staff reflect on their work, as well as at examples of tangible changes to museum spaces, working practices and organisational and decision-making structures.The research takes a case study approach that follows major cocreation projects at Tate Modern (London), the Whitworth Art Gallery (Manchester) and Queens Museum (New York) and offers a comparative analysis of the debates and challenges they encountered within their co-creation work. Based on qualitative data from a documentary analysis, semi-structured interviews with museum staff members, and participant observations of co-creation meetings and events, this thesis gives an overview of the main enablers and barriers for how this co-creation work might instigate wider institutional change across its respective organisations. The findings show examples of where significant change was made and where more impact could have been achieved, but also underline the complexities of building sustainable and embedded organisational change for the long-term.
Additionally, this thesis interrogates existing co-creation theory and language and suggests a more nuanced approach to existing definitions, models and principles around co-creation that could offer a more accurate application of the term across both academia and the museum sector. It argues that the process of redefining and reconceptualising co-creation may be a collective process between co-creators and that this is where the term finds its strength.
This thesis concludes that significant change, both in thinking and action, can stem from co-creation work in museums, but that the scale, extent and longevity of this change is highly dependent on how such co-creation projects are set up, managed, and embedded within their organisations. It outlines ways in which co-creation practice, often despite having the best intentions, might end up becoming tokenistic exercises that do not significantly shift power dynamics within the museum, but also proposes an extended set of principles that might address and minimise this risk.
Hence, this research aims to add value and nuance to debates about the impact of co-creation work on museums, and offer improved understandings to both scholars and practitioners working in this area.
| Date of Award | 1 Jan 2024 |
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| Original language | English |
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| Supervisor | Anna Woodham (Supervisor) |