How does “heritage” become objectified within public institutions and representative of a national past? This book proposes a model for this process and contains five case studies that explore variety in the transformation of heritage. The model proposes that heritage is transformed from concept to object and the agency of change is "management”. It explores management using strategic management analysis to understand the relationship between public institutions, heritage objects and their use. The analysis shows a development from administration to strategic management as a way of effecting change in public institutions over time, producing new heritage objects and markets for them, and demonstrates the need for public institutions to be aware of the way in which the adoption of management strategies creates “new” heritage as a cultural resource.
