Museums as an institution have been approached from different disciplines. Economics, or more precisely Economics Applied to Culture, has made museums objects that can be studied with the instruments of economic analysis, giving rise to the emergence of an area called Museum Economics. However, Management Accounting has not shown much interest in the museum as an institution subject to study, even though the notion of the museum as a guardian of public heritage has given way to the conception of the museum as a business, with highly commercial products and a focus more on the visitor than on the collections. This article aims to present some peculiarities of museum management, especially those derived from the definition of the museum’s mission and the conflict of interests that exist around the various agents involved, be it the state as fund provider, the community, the visitor, the directors, as well as those who contribute to the process of value creation in the art market such as artists, gallery owners, collectors, critics, curators and other experts. It is concluded that the design and implementation of tools for management control, according to each institution and consolidating the different perspectives of all the agents involved, will provide the institution that creates it with a fundamental tool for monitoring its management and the achievement of its objectives.