Identity formation and organizational change in nonprofit institutions: A comparative study of two Hispanic museums

This dissertation examines identity formation and organizational change in nonprofit institutions within the cultural sector. More specifically, the study investigates the dynamics behind the evolution of a specific kind of nonprofit cultural institution: the art museum. It is argued that organizational-environmental models do not provide satisfactory explanations for evolutionary processes in this type of organizations. Although these theoretical approaches are appropriate for explaining the structural evolution and convergence of organizations in institutionalized sectors, they do not account for the persistence of organizational identities, a basic component of cultural institutions. This study proposes discriminating between different types of organizations when considering what variables to include in an organizational analysis. It contends that the formation and maintenance of identities in cultural institutions primarily responds to local and internal conditions.;As nonprofit organizations art museums are expected to remain committed to their primary mission (preservation and/or education) and to their aesthetic identities. Scholars have referred however to the changing character of museums, particularly, to the increasing homogeneity of form and practices in the museum sector.;This research project investigates the changing character and possible convergence of museums through a comparative analysis of two art museums sharing common cultural and institutional contexts but identified with contrasting missions: the "Museo de Arte de Ponce" in Puerto Rico (an international collection-oriented museum founded in 1959) and the "Museo del Barrio" in New York (a community museum established by Puerto Rican immigrants in 1969). The study examines the evolution of these museums at two levels: the mission (identity) level and the structural level. It analyzes the impact of both internal and external (local and fieldwide) conditions on the missions and structures of the institutions.;The findings both supported and questioned established theories of organizational change and suggested alternative explanations. The analysis revealed an increasing similarity between these institutions over time. Both museums developed a balanced preservation-education function and equivalent structures. Still, the museums also maintained their original identities over time. In terms of explanatory variables, professional and economic constraints proved to be influential factors. However, these variables do not account for the persistence of organizational identities. This study suggests the importance of considering factors related to the local context when explaining the permanency of organizational identities. Moreover, the study suggests a consideration of the intrinsic characteristics of organizational types. It attributes the permanency of identities in museums to the contents of these institutions. This dissertation makes therefore both an argument about organizations in general as well as a contribution to the study of cultural institutions.