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About the Journal 

This journal was established to accept open submissions and conduct fair review of essays in order to present academic research on modern and contemporary art. In June 1998, the first issue was published. In 2004, bi-annual publication began and publication dates set for May and November. In 2016, beginning with the 31st issue, the Journal has discontinued its print edition to become a purely digital publication with all content available for free on the website of the Taipei Fine Arts Museum.

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Call for Papers

No.36 The 2nd Wave of the Art Museum

Thirty years in the waiting, the Museum Act has finally been passed on third reading in the Legislative Yuan. The law’s mission is “to promote the development of museums, improve the function of museums, and elevate the level of their professionalism, public accessibility, diversity, educational services and international competitiveness, in order to enhance the people's cultivation in regard to the humanities and history, the natural sciences, art and culture, etc., and to serve as emblems of the nation’s cultural attainment.” Through tax benefits, flexible hiring regulations, encouraging private-sector participation, the integration of resources, and innovative thinking, the implementation of the Museum Act aims to help Taiwan’s museumsprogress toward new milestones.


Lately, a “second wave of the art museum” has been sweeping Taiwan. New art museums are being planned and built across the island – in Taipei, Tainan, Taichung, Taoyuan and Jiayi. They are meantto inventory local cultural resources, establish local art history, promote local art and culture organizations,organize educational events, and consolidate local identity, as well as bring about the development of related local industry. With such high expectations for museums on the part of county and city governments, have these art museums of the future anticipated the needs of their future visitors? In the plans for both their physical facilities and their programs and services, are they achieving the role, function and orientation of an art museum? What is the value and meaning of museums as a whole and art museums in particular? Is it the popularizing effect of a grand building? The market logic of a venue for special exhibitions? An economic driving force for the cultural and creative industry? Or should they serve as bases for social service and promoting the development of society? Should they pass on intangible cultural heritage through tangible communication? Looking to the future, how do we imagine this second wave of the art museum taking shape?


The establishment of the Museum Act will be helpful for the sustainable operation of cultural institutions. They should resonatenot only with current trends, but also with the voices of the land and the people at the local level. These are the challenges facing art museums in the future. The establishment of new art museums presents new possibilities, which must be taken into consideration in the planning of both services and facilities. By analyzing and discussing related theories and concrete cases from both Taiwan and abroad, the aim ofthis special edition will be to broadly outline ablueprint of the ideals and the realities of art museums. To this end, we are publicly soliciting papers on the following subjects:


  1. Prioritizing visitor experience in the art museum: reconsidering the overall planning of art museums from the perspective of visitor experience; achieving accessibility of movement, information and knowledgefor visitors and the cultural rights ofvisitors; responding to the different needs of diverse visitors in the current era.
  2. Open venues for cross-disciplinary collaboration: How can art museum spaces be made open and democratic? How can art forums in a diversity of forms be applied in an integrated fashion? In the second wave of the art museum, how can the facilities and requirements for exhibition, acquisition, art education and promotion, public service, information and marketing be implemented in the apportionment of space and the planning of lines of movement?
  3. Practicable models for operation and management: Is the model of an administrative institution truly an effective solution for the management of a museum in terms of its financial system and human resources? What are the comparative advantages and disadvantages of administrative institutions vs. organizational foundations? How can the model of public/private cooperation be implemented in Taiwan?


The deadline for No. 36 is June 30, 2018


Journal of TFAM No.36/Call for Contributions


No.37 The Multitude, the Catalyst, and the Cultural Lab: Museums and Social Innovation

Since the outbreak of the democratic revolution in the Occident, museums have been erected as memorials to the bourgeoisie. By ritually displaying the treasures plundered from historical wars, travels, or expeditions in the palaces open to the public, museums were deeply believed to be able to not only nurture artists, designers, and practitioners in related fields, but also improve their competiveness, a necessary commodity for their career development. Based on the concept of publicness rooted in the Age of Enlightenment, the prototype of public museums had undergone profound transformation in social values from multiculturalism, social justice, and the rise of public awareness to the respect for aboriginal peoples and underprivileged groups. A functional change of museums has been further driven by the paradigm shift since the turn of the 21st century. Instead of housing artifacts and incubating curators, museums have become social engagement platforms for dialogues, debates, consolation, and social justice advocacy. They reflect on issues concerning democratization and decolonization, listen to new voices, and incorporate novel perspectives. Meanwhile, they actively apply technologies to develop effective modes of reaching out to the external world, allowing their services such as collections, exhibitions, as well as learning and experiencing events of all stripes to extend all over the globe.


Museums have transformed themselves and kept pursuing innovative or optimal procedures, products or business models, so as to carry out their social and cultural missions in a more effective fashion. Nowadays, museums are expected to act as intermediary to devise and deploy creative solutions to social and environmental problems, thereby improving the human condition, achieving happiness, and accelerating social progress. The public imagination and vision of museums’ role in social innovation find perfect expression in such an expectation. Falling under no competent authority of any specific organization, social innovation entails inter-sector collaboration among governments, enterprises and non-profit institutions. By reference to interdisciplinary theories and case studies around the world, this issue of the Journal of Taipei Fine Arts Museum seeks to explore novel approaches for museums to intervene in the society and act as a catalyst for social innovation. We look forward to receiving articles whose topics touch upon but not limited to the following themes:


  1. Public Pedagogy in Museums
  2. Transformation of Museums
  3. Museums and Local Sustainable Development
  4. Museums as Social Enterprises
  5. Museums as a Source of Open Data


The deadline for No. 37 is November 30, 2018