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The main aim of the study is to empirically investigate the relationship between strategic orientation and a dual conceptualization of performance (i.e. non-economic performance and economic performance) in the research context of corporate museums, which are owned and run by private companies. Furthermore, the study aims to explore the nature of the relationship between the dual performance, shedding light on the relevance of non-economic results for this peculiar category of museums.

The study is based on survey data from 105 Italian corporate museums, which represent almost the entire population in the country (91%). A structural model was estimated using SmartPLS software in order to examine the direct and indirect effects of strategic orientation on corporate museums' non-economic and economic performance.

The findings show that only if corporate museums are able to achieve non-economic performance, creating value for the owning company and the local community, they can also have good results in economic terms. Thus, the non-economic performance acts as a mediator into the relationship between strategic orientation and economic performance.

The current work is a pioneer study for the empirical investigation of performance within corporate museums. The empirical model of the study, based on a dual conceptualization of performance and a mediation analysis, is completely innovative in this research context.

The purpose of this paper is to propose a definition of the concept of “entertainment orientation” for shopping centres and to provide a framework for analysis of the main antecedents and performance outcomes related to a shopping centre's entertainment orientation.

The framework used in this study is based on contingency theory and resource‐based theory. The concept of entertainment orientation is approached from the perspective of external recreational services. Seven categories of antecedents are established – categorised as environment and centre‐specific factors. The performance of entertainment orientation is evaluated using sales and market measures.

The paper provides empirical evidence about the main factors that influence the adoption of entertainment orientation by shopping centres and finds a positive link between entertainment orientation and performance outcomes.

The model should be tested on a larger sample using structural equation modelling.

The paper provides shopping centres and other retail organisations with clear guidance in developing strategies for incorporating entertainment into the traditional retail setting.

The paper addresses some gaps in the academic literature by focusing on the managerial issues related to the convergence of retail and entertainment.

The purpose of this paper is to provide some insights for the evaluation of town centre management (TCM) effectiveness, by proposing the importance‐performance analysis (IPA) as a valuable tool to ensure a multi‐perspective evaluation. The need for more empirical methods of measuring town centre effectiveness is related to the risk of commonly used evaluation methodologies reflecting only the success criteria of dominant stakeholders.

By reviewing the service management literature, a definition of the “town centre product” is proposed, and how IPA can be used to analyse the city users' quality perceptions is emphasized. The theoretical framework is enriched by an empirical case study: the city centre of Benevento.

The results provide a clear guidance for the implementation of a TCM scheme in the historical centre of Benevento, by identifying the main area of intervention.

The paper addresses a gap in the academic literature by using the IPA as an alternative evaluating paradigm of TCM and providing a definition of the town centre servicescape. Further research could investigate the impact of the selected environmental variables on the city users' internal responses (e.g. satisfaction) and behaviours (e.g. desire to shop), beside on their quality perceptions.

The paper proposes a handy tool both for the exante and the expost evaluation, As well, it could be used as a benchmarking tool.

The paper has significant implications both for practitioners and for academics. It provides an original framework for further research and factual implementation.

The purpose of this paper is to provide insights into the identification of stakeholders involved in town centre management (TCM) projects and the main areas of intervention according to their interests and needs.

The proposed framework is tested in the town of Benevento, Italy. On the basis of stakeholder theory, key stakeholders were interviewed according to the different kinds of linkages they had with the TCM organisation.

Results from the paper support a stakeholder‐based approach to the development of TCM projects. In addition, a set of categories is proposed to define and evaluate the overall town centre offer.

The proposed framework can be used by cities or towns for the evaluation of the role of different public and private stakeholders in TCM projects, and for the assessment of their “stake” in the town centre.

Despite the need to promote a partnership approach between the public and private sectors having been recognised as a vital ingredient for the implementation of TCM, literature is still lacking which provides clear guidance for stakeholder analysis. This is one of the first papers to propose a theoretical framework addressing this issue.