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Have your say. http://edu.surveygizmo.com/s3/1306168/Arts-Enterprise-Research-Form. Arts Management in a Global Context: cases and constructs. Introduction and overview of the workshop. Aim of Today’s Workshop. To build international consortium of Arts and Cultural Enterprise researchers - PowerPoint PPT PresentationTRANSCRIPT
Have your sayhttp://edu.surveygizmo.com/s3/1306168/Arts-Enterprise-Research-Form
Arts Management in a Global Context: cases and
constructsIntroduction and overview of the workshop
Aim of Today’s Workshop1) To build international consortium of Arts and
Cultural Enterprise researchers2) To discuss different perspectives in the definition
of “Arts and Cultural Management” and some basic concepts.
3) Develop consensus around research projects to be shared and explored
What is our scope Arts Management research encompasses the
following areas: Arts management and social and economic creation
value Impact measurement Audience creation Management practices within and between Arts
Organizations
What the literature says: historical
perspective of arts, cultural and creative
production systemsArts Management in a Global Context
August 9 2013
Culture Shaped By Culture:The Case of Arts and Cultural Management
Jaime Ruiz Gutierrez
Arts Management in a Global Context: Complexities involving the state, third and
private sectorAcademy of Management Congress
Orlando Florida
Research Questions
• What is Arts Management ?
• Where it has been emerged ?
• What is Its proposal ?
• There is a "model” ?
Sources
• History
• Empirical research
• Cases
Historic keys Arte and culture related subjects
• Classical Economist
• A. Smith
• J. Turgot
• Art and Culture, gambling, fashion, luxury, nobility, wasteful, opulence
• Arte and culture: dysfunctional for the society
Contemporaneous• 1975 (Morgentsen 97)
• Australia, UK, USA, Canada
• Service Concept, not tangible,
• Economics logic, Services economy
• Art and Culture, “Evolution from to be a "right" to value creation factor”
Model one. Empirical sources
• Extension of business model to art and culture. (Greyser & Raymond, 1978)
• Perez-Cabanero (2011)• Data Intelecto-demographic• Country, University, Subject, Affiliation• Typologies and categories• “Measurement”, variables
Models
Parameter Model ONEManagement Subject CompanyCreation Subject RationalMethod DeductiveBasic Skills Strategic PlanningManagement Direction Top-downImpacts Economic, PrivateEnvironment Stable and Predictable
Model Two. Empirical sourcesThree Cases
• Olodum 1979 in Salvador de Bahía, in Northeastern Brazil
• The group manages to effectively combine musical “products” related to the Carnival and the music industry with nonprofit cultural, social and political activities
• Their creation sources are based on their African roots and it is through their search for identity that they are able to create a solid musical community.
• The management strategies of the organization have been highly informal and innovative; its success is based on a cultural “survival strategy” related to the group’s ancestral African origins
• In terms of decision-making, the process is of a collective and extremely informal nature which may have generated processes of empowerment among its participants
Citizenship Culture: Transforming Bogotá
• Culture as the set of meanings, beliefs and customs that belong to a social group whose behavior, or bad behavior, was determined by the culture; that is, individuals were governed to a greater extent by culture than by law.
• Art, culture and recreation could improve people’s powers of interpretation, and that this would help drive regulation and self-regulation
• This model of cultural change operated through “arts, antics and accountability …became an experiment that mixed fun with function. For example, the municipality’s inspired staff hired pantomime artists to make spectacles of good and bad performances at traffic
Some results. Bogota
Epiphany Festival, Bogota: Cultural Management and Social Learning
• The oldest popular festival in Bogota (More than 100 years) in one of the most traditional and lowest-income neighborhoods
• At the beginning It was organized by the neighborhood’s parish priest. Over time, however, various interests and community groups have become involved, working together to generate processes of collective learning
• This social learning allowed the consolidation of various interest groups around the celebration, helping it continue regardless of the presence of an individual organizer.
• The community is cultural manager too, and unlike many other organizations of this nature, the absence of the person at the head of the event has no repercussions on its execution and development.
• Social learning is shown as a management instrument in which different experiences—including what could be called experiences of trial and error—have facilitated the development and consolidation of a suite of strategies that have allowed them to be institutionalized as cultural heritage of the city.
Comparison
Parameter Model ONE Model TWO
Management Subject Company Community
Creation Subject Rational Experiential
Method Deductive Trial and Error
Basic Skills Strategic Planning Organizational Learning
Management Direction Top-down Bottom-up
Impacts Economic Social
EnvironmentStable and Predictable Unstable and Contingent
Conclusion and limitation
• Two approaches in Arts Management have been described where “Art and Culture” is a value-creation factor
• Model one consists of a collection of knowledge which has been systematized primarily by means of: 1. Academic literature published in various journals related to the field; 2. Training schools and research centers mainly in developed countries; and 3. the practical work undertaken by many art and cultural managers and organizations as well as exercises in business consultancy
• Model two more experiential and community based-model which impacts significantly on the societies in which it operates. This approach involves intuitive management processes which work towards satisfying diverse and urgent socioeconomic needs. The raw materials in these processes are the abilities and skills of the communities which are drawn from their cultural expressions.
• These findings constitute just a starting point to guide reflection in order to achieve a more comprehensive vision of the Arts and Cultural Management
Arts and Cultural Administration Systems
Historical PerspectivesInstitutionalized Cultural Systems (O’Connor, 2010):
Streams in Research:
Culture IndustriesCultural Industries Creative Industries1970’s 1996 2010
UNESCO – Creative Sector Report
Public Subsidy for High Arts-‘Who’s culture get’s funded’
-Subsidy for pop culture and marginalized sectors of economy-Rise of the cultural marketplace
Marketization of the arts
DCMS policy Release
Cultural Studies ResearchCommunity Arts FocusCreative Practice
Economic Geography/ Cultural Economy
DiMaggio (1983) Can culture survive the market placeCunningham (2002) from Cultural to Creative Industries
Cultural Tourism
What are some of the gaps in Arts, Cultural and Creative research? Lack of comparative studies
Leaves the field at risk of ‘self-proclaimed’ experts There is room for the development of frameworks and
templates to guide management in arts organizations (macro) There is a lack of knowledge about the similarities and
differences between different global contexts (not helped by UNESCOs 2010 Global Creative Sector report –
that presents the cultural industries as a coherent package globally).
There is a need to more adequately understand both market, and non-market roles of the arts – but the way we do this needs improvement
Modern Challenges Decrease in Public Subsidy – a Push towards
Marketization… this has implications for: Cultural sustainability Operational processes Labour exploitation
Globalization and connection Balancing aesthetic integrity with operational
security Where are we heading?
Why are we having this PDW Coordinate an international approach the Arts
Management research involving: Research replication Winning funded research Global relevancy
Solve real problems in the management of Arts Organizations:
We need new theories to guide practice in assisting arts organizations to operate more sustainably, secure new methods of funding, and have a deeper consideration for cultural diversity and versatility
Our Process for today (Delphi Method) We will present possible research areas and
decide on the ones most interesting to us (consensus)
We will explore possibilities for joint-project development across these areas (consensus)
We will plan and instigate actions for implementing these research projects
We’d like to start by presenting some of our research…
Three Research themes Top down and bottom up Arts Management The role of social networks on the working and
success conditions of people in the arts Arts Enterprises between Market, State and
Community sectors
Top down and bottom up Arts Management - Jaime
The role of social networks on the working and success conditions of people in the arts
Its not what you know, it’s who you know?Testing:
Sample N=251Australian Music, Film, Arts,Theatre, Arts Admin, design employees
Excepting aesthetic recognition, a cultural worker’s network is not likely to greatly influence their success and working conditions. Rather, well-run organisations improve the working and success outcomes of artists and cultural workers.
Arts Enterprises between Market, State and Community sectors
Before we start… would anyone else like to share their research…
What does Arts and Cultural Management mean to you?
What kinds of research are you interested in this sphere?
From our Survey
Arts Enterprise Business Strategy and Management
Collaboration and Networking in the Arts
Community Development
Creative IndustriesCreative Workforce
Crowd Sourcing & Social Media
Cross-Country comparisons of Art Sector and Arts Enterprises
Cultural TourismCultural Heritage
Historic perspectives of Arts Enterprise
New business models for Arts Enterprises
Regions, cultural clusters, creative cities
Themes:
Arts enterprises and Institutionalism
Value creation, economic and social value, impact, externalities
What are some good projects that we can collaborate on?
Projects:
Qualitative studies
Case study comparisons
Quantitative studies
Mixed methods studies
Practice-led studies
Social network mapping
Semiotic analysis
How will we manage these projects?
Communication mandates
How will we remain manage these projects?
Who will be responsible for what?
How will we measure our effectiveness?
Thank you!Ben [email protected]
Jaime Ruiz-Gutierrez [email protected]