| 英文摘要 |
Around the new century, more and more large art museums in Europe and America implement international strategies and actively expand outward. This measure not only improves the influence and discourse power of the museum's own cultural brand, but also reflects the export of national soft power and cultural foreign policy. The Georges Pompidou National Centre of Art and Culture (hereinafter referred to as the Pompidou Centre), as the most representative art museum and cultural institution in France, has recently explored through a series of explorations such as overseas touring exhibitions, international training, temporary exhibitions and branch projects. Relying on its own resources, it has successfully established its own cultural brand in the international scope. Therefore, this paper takes the Pompidou Centre as the representative research object, and through the systematic analysis of its internationalization mode, provides new ideas and ways to promote the development of similar domestic institutions, so as to realize the export of local cultural and art brands. This paper is mainly divided into the following five chapters: The first chapter, “Historical evolution of the Pompidou Centre's Internationalization Path”, combs the efforts and attempts of the Pompidou Centre on the road to internationalization from preparation to opening and then the new century. In this chapter, the history of the Pompidou Centre will be divided into three phases: first, the preparation and construction period from 1967 to 1976; second, the initial exploration of the internationalization of the Pompidou Centre from 1977 to 1997; third, the adjustment and deepening period after the reopening in 2000.Through these three different historical stages, it can realize that the development focus of the Pompidou Centre has always been closely related to the needs of the times, and has always adjusted its own development in response to changes in the situation. The second chapter, “Collection System of Pompidou Centre with International Vision”, systematically studies the three parts of “The Status and Circulation of Collections”, “Source and Maintenance of Collections” and “Chinese Collection of Pompidou”. Since the establishment of the Pompidou Centre, the collection and classification of the museum has formed an encyclopedic scale in terms of categories and quantity, and the sources and channels of the collection since the opening of the museum are constantly changing; the preciseness of the collection's selection method and the professionalism in the maintenance and preservation were discussed. Through the study of the collections in the museum, it can be concluded that the collection system of the Pompidou Centre with an international perspective provides the core resources and operation basis for its international development. The third chapter, “Operational mechanism for the International Development of Pompidou Centre”, consists of three parts: First, the construction of enterprise management concept. The efficient and flexible organizational structure of Pompidou Centre provides an internal foundation for the expansion of its capital sources and intangible resources. Second, the use of unified brand strategy. The Pompidou Centre has successfully established its own cultural brand with its unique visual image, museum store, online media and other means of communication. Third, the expansion of diversified operational resources. The Pompidou Centre exports intangible and tangible resources through international exhibition tours, training, overseas branches and other channels, and moves forward on the international road. Through the above three efforts, the Pompidou Centre has not only established its unique management philosophy and cultural brand, but also achieved organic circulation of various operational resources. The fourth Chapter, “Institutional guarantee for the International Strategy of Pompidou Centre”, provides a detailed analysis of the four main institutional factors that have far-reaching impact on the international development of the Pompidou Centre: The laws and regulations with the “French Museum Law System” as the core provide various supports for the capital and collection sources of the Pompidou Centre; the “System of Public Administration Institutions” have won greater financial and administrative autonomy for the Centre; the “National Training Institutions System” centered on the French National Institute of Cultural Heritage has continuously provided talents for museums and other institutions including the Pompidou Centre; and the “Administrative Committee System” formed within the Pompidou Centre has both supervisory power from the central government and its own autonomy. Through the institutional analysis of Pompidou Centre, it can be found that a perfect system setting is an important guarantee for the museum to import works, export exhibitions or establish branch museums. The fifth chapter is “Comparison and Enlightenment of the International Model of Pompidou Centre”, comparing the internationalization process of the Guggenheim Museum in the United States with the Victoria and Albert Museum in the United Kingdom and the Pompidou Centre, and analyzing from the aspects of cooperation mode, output content and production efficiency. This concludes the three main modes of international development of art museums: state dominance, market dominance and compound dominance. On this basis, the Pompidou Centre was re-examined, and draw the conclusion that the internationalization of the Pompidou Centre is a state-dominated complex development model. And summarize the inspiration of its core experience for Chinese art museums. Based on literature research, combined with field investigation, data statistics and comparative research, this paper sorts out and studies the Pompidou Centre from the perspectives of art history, art management and other disciplines. It can be known from the research of this thesis that the foundation of the internationalization of art museums is the collection resources and operational capabilities, and the fundamental reason for determining the differences in their development patterns is the institutional factors behind them. Therefore, this paper proposes the following three suggestions for the future development of similar institutions in China from the aspects of collection, operation and system: First, clear collection positioning and establish a professional collection and selection mechanism; Second, introduce the market-oriented means of profit and project-oriented operation; Third, improve the system settings of evaluation registration, classification of collections and tax exemption of donations. For Chinese art museums and cultural institutions that choose international development, only through constant reform and attempts can they finally establish their own resources with distinctive characteristics and achieve better development on the road in the future. Keywords: Pompidou Centre Internationalization Model Collection System Market Operation System of Public Administration Institutions
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