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.     

Advocacy Coalition for Historic Preservation in the U.S.: Changes in Motivations

As the policy discussions of historic preservation have become complicated in recent years, the advocacy for the use of heritage is now even more important, and the number of coalitions for promoting the economic value of heritage has been on the rise. This research provides a historical view of the development of advocacy coalition networks that actively pursue the benefits of heritage resources. Through this context, the article then examines a case study of the Wheeling National Heritage Area. The case exemplifies the framework of how coalition networks can provide the structure necessary to push preservation policy in government.     

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.     

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.     

Structural Funding in the Management of Cultural Heritage in Poland

ABSTRACT

This article concerns structural funding for Polish cultural heritage for the years 2007–13, focusing on the largest operational program, “Infrastructure and Environment,” financed by the European Regional Development Fund. It presents the results of empirical research based on a questionnaire study of a specifically selected group of projects funded under this program. The objective of the study was to analyze the outcomes of this funding upon completion of the financial perspective, presenting tangible and intangible results as well as potential external effects. The empirical data allowed the development of conclusions and recommendations, stressing the importance of the continuing improvement and development of the funding scheme.     

Scale,Scope, and Structure in the Community Chorus Industry

Choral music is the leading form of public participation in the arts in the United States. This article describes choral music from an organizational perspective, using a strategic management framework to examine total market scale, scope of activity, and internal structure. While many tens of thousands of choruses are embedded in educational and religious institutions, this article focuses on independent, community-based choruses. Data from public and private sources, including the leading national service organization for choruses, shows that an estimated 3,000 of these choruses operate in the U.S. They are typically organized along club models, with significant contributions to finances and governance made by chorus singers. Summary data in the article show variation in governance and program activity within budget ranges and among chorus types including professional, symphonic, volunteer, and children/youth.     

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.     

Using the Strategy Tripod to Understand Strategic Management in the “Evaluation-Friendly” Organizations of Cultural and Creative Industries

Abstract

This article provides a new conceptual framework based on the Strategy Tripod to understand challenges and orientation that affect performance evaluation in the organizations of cultural and creative industries (CCI). The analysis is built on a quantitative study carried out in Estonia. Multinomial logistic regression was performed to assess the ability of different variables to predict performance evaluation. The new conceptual framework provides a holistic understanding of the uncertain environment and its impact on strategic management in “evaluation-friendly” organizations in CCIs. It adds new insight into theoretical and managerial discussions on how and why strategic management in CCIs is practiced.     

Teaching Arts Management: Where Did We Lose the Core Ideas?

In light of the need to start clearing the methodological confusion in the field of arts management, this article provides a critical overview of the teaching curricula in the field. Distinction is made between programs that copy directly from business management; programs that focus on the technological process of producing an artwork (usually run by practitioners); those that interlink cultural management and cultural policy (highlighting the role of public governance as a higher principle); and programs that focus on an entrepreneurial approach to arts management, connecting it to issues of creativity and innovation. The author calls for clear goals to educate administrators and arts or cultural managers. The suggestion is made to follow what I call the Janus syndrome: looking toward managerial and economic realities but primarily focusing on the arts—the aesthetic and the social aspects of the field. A question is raised about the position of art in arts management curricula, as well as the organization of undergraduate and postgraduate studies in the field.     

What do prisoners want? Current concerns of adult male prisoners

Abstract

Recently, positive approaches to offender rehabilitation, focusing upon offenders’ strengths, have gained prominence. Proponents have criticized existing rehabilitation models as focusing too much on offenders’ deficits. Goal perspectives, which provide a structure for therapy, may unite these two approaches. The Personal Concerns Inventory: Offender Adaptation (PCI:OA) is a semi-structured interview that identifies offenders’ current concerns or goals. The goals identified by a sample of 129 convicted adult male prisoners are reported here. A range of positive, anti-criminal goals were expressed, including stopping offending, improving self-control, finding and keeping jobs, having stable accommodation, quitting drink and drugs, changing support networks, and finding new leisure pursuits. Furthermore, prisoners expressed life-enhancing goals, such as improving their lifestyle, gaining work experience, having good family relationships, gaining skills, and getting fit and healthy. The PCI:OA may prove useful as a motivational procedure, a basis for developing positive, goal-focused interventions, and a tool for outcome evaluation.