Performance Evaluation in the Arts and Cultural Sector: A Story of Accounting at Its Margins

In this article, I present a review of financial and management accounting literature on the arts and cultural sector. My objective is to understand to what extent this literature is able to offer a critical perspective on the study of performance evaluation practices in arts and cultural organizations, as it is currently missing in the arts management literature. Adopting a critical perspective means shifting the focus of research from the technicalities of evaluation rules and procedures to their embodiment by the different organizational and societal actors of the arts and cultural sector.     

Can Twitter Add to Performance Evaluation in the Area of Performing Arts? Reflections from La Scala Opera House

ABSTRACT

Social media are continuously diffusing in performing arts organizations. Yet little is known on how social media data can contribute to the performing arts evaluation process. This article addresses this issue by investigating if and how Twitter data can add a valuable source of information to the performance evaluation process. A literature review with an empirical application on the evaluation of the performance Aida at Teatro Alla Scala provides evidence about the type of indicators that can be derived from Twitter and support a discussion about potentialities and pitfalls connected to their adoption for the evaluation of performing arts.     

BUSINESS-ART “ECONOMIC DILEMMA”

Nonprofit arts organizations are experiencing declines not unlike those experienced by other nonprofits twenty years ago. At that time, key leadership in strategic planning reversed trends of decline. This research explores stakeholder perceptions of authentic leadership in strategic planning in nonprofit arts organizations in metropolitan Detroit. Eight arts organizations were represented in the study. Findings suggest that there is an insufficient application of authentic leadership traits, such as trust and empathy, in the strategic planning process of the sample organizations. Further, findings suggest that an imbalance between arts-based mission and commerce-based business in the strategic planning process hinders effective planning, leading to ineffective outcomes.     

Nonprofit Organizations,Community, and Shared Urgency: Lessons from the Arts and Culture Sector

Mainstream arts management and stakeholder research highlights the relationships between nonprofit organizations and community, yet empirical research on how those interactions result in outcomes is limited. This article looks at the stakeholder attribute “urgency” and the impact on and by the stakeholder group “community.” Building on a comparative case study of five cultural organizations and their capital intensive facility projects, our research finds that both new and existing organizations embrace a community-wide process whereby internal and external stakeholders are identified, relationships nurtured, social and emotional bonds strengthened, and shared urgency between community and organization is created towards specific outcomes.     

The Effect of NEA Grants on the Contributions to Nonprofit Dance Companies

Affirmative action and diversity can serve as a powerful framework for helping arts management educators address the challenge of diversity in the arts. This article encourages arts management educators to use affirmative action and diversity to proactively recruit diverse students into academic degree programs.     

The Aesthetic Account of Everyday Life in Organizations: A Report on Recent Developments in Organizational Research

This article examines recent advances in organizational studies that disputed the dominance of conventional-positivist paradigms by addressing everyday life in organizations through the lens of aesthetic principles. First, I discuss developments in theory and methods, focusing on the “strong” version of Organizational Aesthetics that defends new conceptions about the nature of organizations and experiences of organizational life. Then, I illustrate this new account using two relevant studies. My research finds that the aesthetic account of organizations provides concepts and modes of analysis able to better respond to current conceptual and practical challenges both in organizational research and arts management.     

Arts Marketing Performance: An Artistic-Mission-Led Approach to Evaluation

Marketing in the arts sector has evolved during the past decades from a functional tool to a business philosophy. At the same time, a relational view of art as experience has emerged in contemporary arts philosophy, highlighting the role of arts consumers in the creation and reception of arts. As a consequence, arts consumers have gained a central position within the artistic mission of arts organizations, posing new challenges to the role of arts marketing both as a practice and as an academic discipline. Against this background, financial figures and audience numbers are insufficient indicators of the contribution that arts marketing makes to the functioning of arts organizations. This article suggests evaluating the performance of arts marketing based on the contribution made to the achievement of the arts organization's artistic mission and proposes a model based on Kaplan and Norton's Balanced Scorecard to guide the artistic-mission-led evaluation of arts marketing performance. By paying attention to the new strategic role of arts marketing within the emerging relational view of the arts and by integrating recent literature on performance management in nonprofit organizations, we make a theoretical contribution to the body of knowledge on arts marketing performance evaluation.     

Public Higher Education Institutions' Investment in Performing Arts Centers

Although commonplace in academic settings, performing arts centers are multifaceted and remain unexplored. Framed by resource dependency theory, this research sheds light on the motivations of higher education institutions in a resource-scarce environment. Specifically, why do these institutions—with limited resources—prioritize the co-curricular arts? This study employs process research to understand the origination, funding sources, and purposes of performing arts centers at higher education institutions in Virginia. Evidence suggests that these institutions invest in the co-curricular arts to not only fulfill their public service missions, but also to capitalize on and acquire resources.     

Nonprofit Entrepreneurship: The Astoria Motion Picture and Television Center

The author investigates social change in Vietnam in the late 1980s-2000s, a transition from a subsidized economy to a market-oriented economy. The author discusses the influences of socioeconomic changes on the operation of the performing arts sector through analyzing changes in cultural policies, opportunities, and challenges confronted by performing arts organizations. The new cultural policy allows arts organizations, arts managers, and artists more opportunities to develop a greater degree of autonomy and more freedom in performing, programming and other artistic activities. The author believes that open policies will motivate Vietnam to develop its own national identity and to participate in cultural exchange with other parts of the world. However, under the impact of global culture, global economics, cuts in state funding, and rapid technological development, the performing arts sector has faced challenges in terms of financial viability, audience development, and balance between commercialization and artistic creativity. The author suggests that privatization should be implemented depending on the art form. Consideration should be given by the Vietnamese government to implementing appropriate funding policies and schemes, as state funding still forms a significant part of public companies' incomes.     

Strategic Decision Making in Arts Organizations

Despite the growing economic and cultural importance of artistic institutions, relatively little is known about how aesthetic concerns and the demands of artistic production influence administrative roles. In this article, we investigate the strategic decision-making process in a varied sample of Canadian arts organizations, concentrating on the issues that emerge as crucial for the organization and the individuals and groups that participate in the decision-making process.     

The Public University's Performance in State Arts Policy: Lessons from Virginia

This article investigates the extent to which public higher education institutions participate in state-level arts policy through a history of selected budgets and a textual analysis of performing arts presenting centers at public higher education institutions in Virginia. Evidence from this research suggests that the arts policy field is altered by the emergence of public higher education institutions as policy actors. The findings have financial and decision-making implications for arts policy makers, university administrators, and arts agencies as the participation of public higher education institutions affords new opportunities and challenges for the state encouragement of the arts.     

Professionalizing Arts Management in Healthcare Facilities

An urgent need exists for trained specialists to manage organizational policies and practices involving arts programs and activities in healthcare facilities. This article introduces the field of arts in health and argues for what is currently needed within the academic and professional field of arts management to advance this emerging arena of arts management theory and practice. The authors integrate key references from existing scholarship alongside additional survey data to offer recommendations for developing professional management of the arts in healthcare facilities like hospitals, hospices, and long-term care centers. The article provides an overview of the responsibilities of arts managers in healthcare institutions, as well as insight into the knowledge, competencies, and skills that arts managers require to effectively work in these settings. The article concludes with articulating a conceptual framework for a long-term research trajectory to inform further advancement of this distinct sub-field of arts management.     

Value-Based Collaboration Between Leaders at Schools of Music and Performing Arts and Leaders at Compulsory Schools

In this study, we investigate collaboration efforts between leaders at schools of music and performing arts and leaders at compulsory schools, as well as the drivers behind the initiation and maintenance of such collaborative work. One driver is an existing concern about the lack of qualified music teachers at compulsory schools. We argue, however, that the real force behind such collaboration is a strong belief in the pure value of music and art among the collaborating leaders. Our findings indicate that value congruence and social exchanges across the organizations in question, provides the core basis for an effective collaboration.     

Arts Organizations and Branding: Creating a New Joint Brand for Three Arts Organizations

This article investigates brand architecture by analyzing stakeholder perceptions of brand images when a new joint brand is created for the existing brands of three arts organizations. The theoretical framework is based on previous literature on brand architecture and brand image. The empirical study is based on a quantitative, 418-respondent survey among stakeholders of these three arts organizations. The study makes two major theoretical contributions. First, the results show that the new joint brand can be endorsed by the existing sub-brands, contrary to brand-architecture literature. Second, even in the case of a new brand, stakeholders perceive the functional attributes as important.     

Public Opinion and the Helms Amendment

This article questions existing performing arts market segmentation practices in the United States, probing for examples of unintended exclusion and discrimination. The author critiques specific performing arts marketing scholarship and the segmentation practices that stem from it. Future growth of the performing arts industry's audiences may rest on the ability to define their composition more broadly, to be more inclusive rather than exclusive. At the same time, marketing theory, research, and practice may need to be specifically developed to meet the needs of both the performing arts industries and their audiences.     

Economic Discussion of Conflict between Public Education Policies and Common Good Arts in the United States

Arts education in the United States, especially in public schools, has been neglected and its public funding has decreased. This is partly due to the difference in the conception of public education policies and the arts. The theory of economic goods and an analysis of two current education policies demonstrate that public education is treated as a public good that is needed by all people, and therefore funded with tax dollars. Because the arts are common goods that different people value in their own terms, education in the arts is treated as nonessential and funded sporadically in public school settings. Based on the theory of the commons, the author suggests that nonprofit arts organizations are equipped to deal with the common good and diverse nature of the arts and can provide sustainable arts education that fills the gap of arts education in public schools.     

Collaborative Leadership in the Arts as a Unique Form of Dual Leadership

This article examines dual leadership in Australian performing arts companies, reflected in the respective roles of artistic directors and general managers. Our findings challenge assumptions underpinning much of the literature on dual leadership; in particular, the assumption that conflict is inevitable between the two leaders. In our research, we identified dual leadership relationships that might more accurately be described as instances of collaborative leadership. We suggest that one explanation for this presence of collaborative leadership may be that the study found similarities in both leaders’ passion for the arts, often reflected in a shared background in an arts practice.     

Performing Arts Review: Statement of Scope and Purposes

Recent research on arts and cultural audiences has attempted to go beyond the traditional social science surveys that assess attitudes or attendance to capture an understanding of how audiences actually experience the arts and what benefits or impacts those experiences provide. The study reported here contributes to this growing body of research by presenting in-depth case studies of four individuals and their chosen cultural experiences at various times through their lives. The authors used Dervin's Sense-Making Methodology to guide the informants through highly structured but open-ended interviews designed to prompt self-reflection and elaboration of what each experience meant to them. Informants were selected from a larger database because of the richness of their interviews and the insight these interviews offer to the understanding of people's engagements with culture. By considering multiple cultural experiences for each informant, it was possible to gain a clearer sense of the context in which these experiences took place and how informants were impacted personally. In addition, the case studies showed how informants' respective struggles with personal and identity issues moved with them across their cultural experiences.     

论中国武术的研究方向

中华武术的思想内涵、文化内核是系统的、联系的、复杂的和经典的.武术作为中国传统的体育项目,其是以中国文化为理论基础,内外兼修、时代精神、哲理奥妙、术道并重为鲜明特点的运动.武术具有悠久的历史,在其漫长的进程中,做为一种技能和技艺的形式表现,本文从多学科、多层次的对传统武术一般理论研究上升到高度去完整的、全方位的进行了分析、可领会其深刻的涵义和实质.     

Nonprofit Cultural Alliances: Initiatory Qualitative and Empirical Examinations of an Emergent U.S. Phenomenon

This study examines the recent spontaneous emergence of nonprofit cultural alliance organizations in the U.S. Cultural alliances are community-based associations, formed by arts/cultural organization members, which provide member interaction, collaboration, networking, resource sharing, and professional education opportunities. This research accomplishes three objectives: (1) generation of a body of knowledge about cultural alliances, (2) development of a cultural alliance member satisfaction model, and (3) quantitative analysis of member survey data to assess services provided, service quality, and member satisfaction. The results indicate that the survey instrument is an important assessment tool for use by association boards of directors and executive directors.