The contemporary cultural scenario is called upon to face challenges deriving from the intersection between social and technological variables, and to develop new strategic trajectories capable of stimulating the interest and involvement of a new audience of digital natives. If assisted with effective marketing strategies, metaverse and virtual platforms can become a fundamental strategic tool for cultural players to build a lasting and solid relationship with their reference stakeholders and with a new target audience. This chapter analyses the role that digital and immersive technologies can have in increasing participation and engagement of young adult customers.

Accessibility is one of the cornerstones of a modern museum enhancement, a feature highlighted by many policymakers, which also translates as a greater openness to different museum audiences. Among these public, the one represented by vulnerable people is linked to a precise management, based mainly on the removal and overcoming of physical and sensory barriers and on the use of the experience related to the works. In the museum field, the pandemic has accelerated the processes of digitization, leading many companies to develop strategies and practices to make their heritage accessible also at the digital level. This work emphasizes that this greater accessibility to museums linked to digital, is not limited only to a process of reproduction of works or places but increases the experience of the visit with additional information that is integrated with the basic experience, enabling the user to active value co-creation processes regarding the visit experience. A qualitative data analysis was carried out by using a multiple case study, analyzing top museums to understand which are the strategies to improve accessibility to the most fragile public and what impact these strategies can have on management: to do this, a logic of repetition, in order to highlight the differences and similarities. These findings contribute to a better understanding of accessibility in cultural institutions and a series of managerial implications are proposed.

This study intends to provide insights and challenges for the shape of the B movement, an emerging paradigm that fosters cross-sectoral partnerships and encourages ethical business practices through so-called purpose-driven businesses. Focusing on Italy, the first European country to adopt this managerial model, the research investigates Italian Benefit Corporations, known as Società Benefit (SB), and their most appealing sustainability claims from a consumer perspective. The analysis intends to inform theory development by assuming the cultural and creative industry (CCI) as a field of interest, utilizing a within-subjects experimental design to analyze data from a diverse consumer sample across various contexts. The results indicate that messaging centered on economic sustainability emerged as the most effective in generating positive consumer responses, highlighting a prevailing inclination toward pragmatic factors such as affordability, economic accessibility, and tangible benefits rather than social issues. While sustainable behaviors are not yet widespread, latent ethical sensitivity for authentic, value-driven businesses suggests that economic and ethical dimensions can be strategically synthesized to enhance consumer engagement. This insight highlights the role of BCs in catalyzing a shift in consumption patterns within ethical-based and creative-driven sectors.

Purpose: Social entrepreneurship plays a crucial role in the contemporary economic and social ecosystem, defining a value proposition that incorporates a plurality of dimensions to be considered. This research work analyzes the externalities of social enterprises driven by arts and culture for the territories they operate in. Design/methodology/approach: A mixed-method approach of a single case study is performed to consider multiple dimensions in the development of controlling models in the managerial field. The framework adopted is then implemented through a longitudinal analysis over the last three years. Findings: The empirical evidence shows the evolution of the economic and financial performance, the social effectiveness and the institutional legitimacy of the case, explaining the role played in the reference community, even during crisis time. The predictive power of performance changes emerges as a direct link to socially responsible indexes that amplify the attractiveness of value proposition processes. Research limitations/implications: The results obtained are aligned with Betzlet et al. (2021) key predictor of the success of social entrepreneurship. A wide sample with multiple social enterprises operating in the cultural and creative field needs to be considered in the future, to further advance the literature through a comparative analysis. Originality/value: This paper reveals that, in the cultural and creative sector, social entrepreneurship value creation is intrinsically linked to the individual and collective identity dimension able to promote cohesion and community well-being.

Museums are agents of change with a strong identity value. The cultural and social role they are called to play reflects a relevant component of community well-being. In this context, the processes of cohesion and social integration of which museums are an integral part require the definition and development of inclusive and accessible approaches to the cultural fruition of every single stakeholder involved in the creation of cultural value, including visitors with disabilities. The objective pursued is placed in the context of obtaining insights made up of the major museum institutions. In this direction, the present study investigates through a qualitative approach the presence of best-in-class approaches to the definition and management of cultural itineraries accessible to people with physical, sensory, and cognitive disabilities. The case analysis reveals that the accessible approach to cultural participation is expressed in a systemic vision of the culture-based experience guided by top-down processes in which participatory and integrated project management is integrated. According to an analysis of the international cases of museum institutions that are experimenting with innovative and attractive strategies, some theoretical implications are expected to achieve a strengthening of literature on inclusive and accessible cultural participation and some practical implications for addressing museum management to strengthen the well-being of the community.

Cultural heritage institutions are increasingly adopting advanced technologies to enhance accessibility for a diverse range of visitors, including those with disabilities. This paper aims to investigate the deployment of AI-powered telepresence robots within cultural institutions, focusing on their potential to expand access and enrich the museum experience. Through the adoption of the research framework for Managing an Accessible Approach to Cultural Participation in a multiple case study, this research underscores the role of telepresence robots in surmounting both physical and geographical barriers. The findings illustrate that these telepresence robots facilitate remote users in curating personalized experiences in real-time, while simultaneously promoting inclusivity and enabling cultural heritage institutions to engage a broader audience. Furthermore, the study delves into the challenges and opportunities associated with integrating such technologies from a management perspective. It emphasizes the necessity for participatory stakeholder engagement and articulates the advantages of offering diverse cultural experiences. These insights contribute meaningfully to the expanding discourse surrounding the role of artificial intelligence in fostering more accessible and engaging artistic experiences, ultimately highlighting the transformative potential of technology in cultural heritage.