An innovative way to support cultural institutions is through reward-based crowdfunding, an online funding mechanism for a specific project, which offers donors a reward for their donation. We explored employees' perceptions of crowdfunding and focused on the question: “How do employees of cultural institutions running a crowdfunding campaign perceive the use of crowdfunding to collect funds?” To answer this question, we focus on interpretive research using semi-structured interviews (n = 15) among Dutch cultural institutions' employees responsible for running the crowdfunding. We used earlier findings on psychological ownership to structure the interviews. Psychological ownership is the feeling that the project has become an employee's extension, and previous research linked it to success on the work floor. Our findings claim four lessons. First, crowdfunding is a full-time job and not an extra activity. Second, crowdfunding differs from traditional fundraising: it contains specific content-related tasks they do not perform as fundraisers. Third, crowdfunding asks for teamwork. While autonomy is valued, one employee should not be responsible for the campaign. Fourth, crowdfunding does not come naturally to all cultural institutions. This research provides a basis for further specification of crowdfunding and its implementation in the cultural sector.

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四个经验教训：员工对通过奖励型众筹筹款的看法

支持文化机构的一种创新方式是通过基于奖励的众筹，这是一种针对特定项目的在线融资机制，为捐赠者的捐赠提供奖励。我们探讨了员工对众筹的看法，并重点关注以下问题：“开展众筹活动的文化机构员工如何看待利用众筹筹集资金？” 为了回答这个问题，我们专注于使用半结构化访谈的解释性研究（n = 15) 荷兰文化机构负责众筹运作的员工。我们利用早期关于心理所有权的研究结果来构建访谈。心理所有权是指项目已成为员工的延伸的感觉，之前的研究将其与工作场所的成功联系起来。我们的研究结果有四个教训。首先，众筹是一项全职工作，而不是一项额外的活动。其次，众筹与传统筹款不同：它包含与筹款活动不同的特定内容相关任务。第三，众筹需要团队合作。虽然自主权受到重视，但一名员工不应负责该活动。第四，众筹并不是所有文化机构都能自然而然地实现的。