2 research outputs found
ΠΠΎΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΡΡΠ° Π½Π° ΠΊΡΠ»ΡΡΡΠ½ΠΎ Π½Π°ΡΠ»Π΅Π΄ΡΡΠ²ΠΎ Π² Π΅ΡΠ°ΡΠ° Π½Π° ΡΠΎΡΠΈΠ°Π»Π½ΠΈΡΠ΅ ΠΌΠ΅Π΄ΠΈΠΈ β ΠΏΡΠΎΠ±Π»Π΅ΠΌΠΈ, ΠΏΠΎΠ»Π·ΠΈ ΠΈ Π±ΠΈΠ·Π½Π΅Ρ ΠΌΠΎΠ΄Π΅Π»ΠΈ
ΠΠΈΠ³ΠΈΡΠ°Π»Π½ΠΈΡΡ ΠΌΠ°ΡΠΊΠ΅ΡΠΈΠ½Π³ ΠΈ ΡΠΎΡΠΈΠ°Π»Π½ΠΈΡΠ΅ ΠΌΠ΅Π΄ΠΈΠΈ ΠΏΡΠ΅Π· ΠΏΠΎΡΠ»Π΅Π΄Π½ΠΈΡΠ΅ Π³ΠΎΠ΄ΠΈΠ½ΠΈ ΡΠ΅ ΠΏΡΠ΅Π²ΡΡΠ½Π°Ρ
Π° Π² Π·Π°Π΄ΡΠ»ΠΆΠΈΡΠ΅Π»Π΅Π½ ΠΊΠΎΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΎΠ½Π΅Π½ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½Ρ ΠΊΠΎΠ³Π°ΡΠΎ Π³ΠΎΠ²ΠΎΡΠΈΠΌ Π·Π° Π±ΡΡΠ·ΠΎ Π΄ΠΎΡΡΠΈΠ³Π°Π½Π΅ Π΄ΠΎ ΠΆΠ΅Π»Π°Π½Π°ΡΠ° Π°ΡΠ΄ΠΈΡΠΎΡΠΈΡ ΠΈ Π½Π΅ΠΉΠ½ΠΎΡΠΎ Π°Π½Π³Π°ΠΆΠΈΡΠ°Π½Π΅ Ρ ΠΎΠ±Π΅ΠΊΡΠ°, ΠΊΠΎΠΉΡΠΎ ΠΏΠΎΠΏΡΠ»ΡΡΠΈΠ·ΠΈΡΠ°ΠΌΠ΅. ΠΡΠΏΡΠ΅ΠΊΠΈ ΡΠΎΠ²Π° ΡΠ°Π·ΠΈ ΡΠ΅ΡΠΈΡΠΎΡΠΈΡ ΠΎΡΡΠ°Π²Π° Π²ΡΠ΅ ΠΎΡΠ΅ Π½Π΅Π³Π»ΠΈΠΆΠΈΡΠ°Π½Π° ΠΊΠΎΠ³Π°ΡΠΎ ΡΡΠ°Π²Π° Π΄ΡΠΌΠ° Π·Π° ΠΊΡΠ»ΡΡΡΠ½ΠΎΡΠΎ Π½ΠΈ Π½Π°ΡΠ»Π΅Π΄ΡΡΠ²ΠΎ. ΠΠΎ-ΡΠΊΠΎΡΠΎ ΠΈΠ·ΠΊΠ»ΡΡΠ΅Π½ΠΈΡ ΡΠ° ΠΏΡΠΈΠΌΠ΅ΡΠΈΡΠ΅ Π·Π° ΡΡΠΏΠ΅ΡΠ½ΠΎ ΠΎΠ½Π»Π°ΠΉΠ½ ΠΏΡΠΈΡΡΡΡΠ²ΠΈΠ΅ Π² ΡΠΎΡΠΈΠ°Π»Π½ΠΈΡΠ΅ ΠΌΠ΅Π΄ΠΈΠΈ, Π½ΠΎ Π΄ΠΎΡΠΈ ΠΈ ΠΏΡΠΈ ΡΡΡ
ΡΠ΅ Π·Π°Π±Π΅Π»ΡΠ·Π²Π° Π»ΠΈΠΏΡΠ° Π½Π° ΡΡΠ»ΠΎΡΡΠ½Π° ΠΊΠΎΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΎΠ½Π½Π° ΡΡΡΠ°ΡΠ΅Π³ΠΈΡ. ΠΠ·ΡΠ»Π΅Π΄Π²Π°Π½Π΅ΡΠΎ ΡΠ°Π·Π³Π»Π΅ΠΆΠ΄Π° ΡΠΎΠ·ΠΈ ΠΏΡΠΎΠ±Π»Π΅ΠΌ, Π±Π°Π·ΠΈΡΠ°ΠΉΠΊΠΈ ΡΠ΅ Π½Π° ΠΊΠΎΠ½ΠΊΡΠ΅ΡΠ½ΠΈ ΠΏΡΠΈΠΌΠ΅ΡΠΈ ΠΈ ΡΠΈ ΠΏΠΎΡΡΠ°Π²Ρ Π·Π° ΡΠ΅Π» Π΄Π° Π΄Π°Π΄Π΅ Π½Π°ΡΠΎΠΊΠΈ Π·Π° ΡΠΎΠ²Π° ΠΊΠ°ΠΊ ΠΊΠΎΠ½ΠΊΡΠ΅ΡΠ½ΠΈ Π±ΠΈΠ·Π½Π΅Ρ ΠΌΠΎΠ΄Π΅Π»ΠΈ ΠΌΠΎΠ³Π°Ρ Π΄Π° Π±ΡΠ΄Π°Ρ ΠΏΡΠΈΠ»ΠΎΠΆΠ΅Π½ΠΈ ΠΊΡΠΌ ΠΏΠΎΠΏΡΠ»ΡΡΠΈΠ·ΠΈΡΠ°Π½Π΅ΡΠΎ Π½Π° ΡΠ°Π·Π»ΠΈΡΠ½ΠΈ ΠΊΡΠ»ΡΡΡΠ½ΠΈ ΠΎΠ±Π΅ΠΊΡΠΈ Π² ΡΡΡΠ°Π½Π°ΡΠ°.Digital marketing and social media in the last few years became into a mandatory communication tool when we want to reach our audience faster and engage it better with the cultural site, we are popularizing. However, this territory remains neglected when concerns cultural heritage. The existing examples of successful online presence in social media are mostly exceptions, but even then there is missing overall communication strategy. ThΠ΅ article examines this problem based on specific examples and aims to provide guidelines on how specific business models can be applied to the promotion of various cultural sites in the country
Towards effective management and preservation of digital cultural heritage resources: an exploration of contextual factors in Ghana
In todayβs world of digital technologies, cultural heritage institutions, particularly in developed countries, are seeking ways to create national digital memories for the future of the citizenry. However, rapidly developing technologies and their concomitant technological obsolescence put future memories at risk. The challenge is enormous in developing countries that, when compared to their developed counterparts, lack adequate resources and technologies for effective digital resources management and preservation. As a developing country, Ghana appears ready to face the challenges of effective digital resources management. The country has developed programmes and a national policy on information and communication technologies (ICTs) for accelerated development. However, Ghana does not appear to be effective in managing or preserving digital cultural heritage resources.
An interpretive case research design involving 27 semi-structured interviews with key stakeholders from 23 institutions was used to explore the various contextual factors influencing the management and preservation of digital cultural heritage resources (or DPM). Rogersβ (2003) βdiffusion of innovationβ (DOI) theory and Daviesβ (2000) βpolicy, strategy and resourcesβ (PSR) troika model provided a basis for a preliminary model of factors to guide the research.
Although the DPM innovation was not fully diffused in Ghana, related activities at the base, middle and higher levels of the Ghanaian social system were unintentionally fostering the adoption process. Four main clusters of contextual factors that were influencing the DPM adoption process in Ghana were identified: attitudinal, resources-related, policy-related, and managerial factors. Key stakeholders perceived the design of appropriate strategies, adequate resource allocation, and proper implementation of policies as key enabling factors for effective adoption of DPM in Ghana. However, a general lack of interest in cultural institutions (libraries, archives and museums) and in information management on the part of decision makers and the Ghanaian stakeholders as a whole was found to hinder DPM adoption.
This study extends Information Systems (IS) research involving DOI theory and the PSR troika model into a developing country context. Attitudinal-based complexities involving misunderstandings among various tribal groups in Ghana, and resources-based complexities surrounding technology access and use, were found from the interview data and were added to the initial model which was expanded to aid in understanding the various contextual factors that influence DPM adoption in Ghana. In addition to the study contributing to theoretical understandings in IS research, it provides Ghanaian policy developers with an empirical base for accelerating adoption of DPM in Ghana. It also provides New Zealand and other digital preservation advanced countries with a deeper understanding from which to provide contextually designed advisory services to other developing countries (particularly in the Pacific Island regions) as it enables the contextual understanding of the factors from Ghana