Politico-economic interactions of German public performing arts institutions

Our paper analyzes the conduct of German public performing arts institutions in terms of non-market decision making or public choice. Apart from consumers of performing arts managers of performing arts institutions and public donors are main agents. A manager of a performing arts institution will not assume that the number of visitors is independent of his institution's programme or the ticket prices. By the same reasoning he will regard the amount of public subsidies not as exogenous, but dependent on his own policy. If future grants depend on present and past success (however defined), this will feed back into managerial decisions, along with expectations about demand. Data for the Federal Republic of Germany serve to empirically support the theoretical argument.     

Analysis of the use of reference services in an academic health sciences library

In 1991, the Reference and Information Services staff of the Alfred Taubman Medical Library at the University of Michigan gathered data on the use of the reference desk, including the frequency and types of assistance requested by different user groups throughout the year. Recommendations based on the results of this study led to improved service as well as more efficient use of staff resources.     

The Impact of Museum Purchase on the Auction Prices of Paintings

This study examines how art museumspurchasing policy influences the auction prices ofpaintings. Using a cross section of non-speculativetransactions during the period 1820–1970, we findconsiderable empirical support for the hypothesisthat public museums outside the U.S. pay above averageprices in auction markets providing higher thanaverage yields to private sellers. The typical U.S.private museums appear to be more restricted byfinancial constraints and the development of thegeneral economic conditions than their publiccounterparts.     

The Future of the Past: Archaeology and Anthropology on the World Wide Web

In the final scene of Raiders of the Lost Ark, a crate containing the object of Indiana Jones' quest is wheeled into an immense warehouse for indefinite storage and questionable research access. Unfortunately, this fate is not all that far from reality. Collections of archaeological and ethnographic materials ranging from stone axes, broken potsherds, and carved monuments to baskets, ceremonial masks, and skin canoes have been held by museums collections since the Renaissance. However, their inestimable value and unique conservation and curatorial requirements often conspire to remove them from the reach of all but the most diligent scholars. The potential of the Web to enhance the quality of research on archaeological and ethnographic collections is enormous. This paper will examine ways that one can use the Web to enhance research and improve access to a variety of materials; while there are many other resources for archaeology available on the Web, this paper focusses on museum-related sites. It will also explore the potential of the Web for innovative research strategies. Digitization of catalogs, associated documents, and images to help one locate and study collections and specific artifacts are just one approach. Others include the connection of devices to the Web, such as cameras and microscopes, the creation of virtual reference collections, and the establishment of research networks that will enhance the identification and analysis of material culture. This paper will also consider the role the Web could play in issues of cultural property, contributing to and in many ways intensifying ongoing debates of ownership, curation, conservation, and repatriation of sensitive materials.     

The administrative control of high school principals by superintendents: the supervisory function

Conclusion Supervision, the most prevalent of the control mechanisms studied, was used in all of the schools to varying degrees. The frequency of superintendent visits fluctuated between a high of almost every day, in the case where the superintendent and the principal shared the same facility, to two times a year. Superintendents did visit schools without formal sessions with the principals. Several principals described their superintendents' visits as informal walk-throughs. District size did not influence the frequency of supervision by the superintendents. Schools in both large and small districts received roughly the same number of visits. Ninety-two percent of the principals received a medium or high number of visits. In some schools, particularly unit districts composed of grades kindergarten through 12, principals were evaluated by associate superintendents for secondary education. Central office personnel usually visited several times each month. Principals from large districts received fewer visits from central office staff than did principals from medium or small districts. Most principals perceived the visits by their superintendents and central office personnel as nonthreatening. When superintendents and central office administrators visited schools, they added to the system of control by collecting information about all aspects of schooling, including the climate. In general, principals perceived supervision as light, and felt that schools and principals were afforded considerable autonomy.Vanderbilt University