Cultural firms, from artwork containers to event locations. Critics and perspectives.

The aim of this article is to analyze the cultural firms evolution, in terms of strategic management, in a global era. As regards the methods, we propose a methodological approach based on the combination of Resource Based Theory and Service Dominant Logic, according to which “customers do not buy goods or services: they buy offerings which render services which create value” (Gummeson, 1995, 250). According to this perspective, cultural firms have to favour interaction of internal/external resources (territorial factors and firm specific resources) with the internal/external network (including customers and trade actors). In this process, customer becomes a strategic resource: he/she is involved in cultural activities (i.e. edu-tainment) and becomes value co-producer and co-creator. Those cultural activities have to be connected to territory, here conceived as important instruments of competitive advantage in international competition.