Strategic Management in the Arts by Lidia Varbanova

By Lidia Varbanova

Strategic administration within the Arts seems to be on the distinctive features of agencies within the arts and tradition zone and exhibits readers tips on how to tailor a strategic plan to assist those different organisations meet their targets.

Strategic administration is a necessary point that drives an organisation’s luck, but many cultural agencies haven't begun to use strategic considering and entrepreneurial activities in the administration functionality. Varbanova reports the present theories and versions of strategic administration after which relates those in particular to cultural companies. additionally incorporated are sections on entrepreneurship and thoughts within the arts, contemplating the idea that of a ‘learning business enterprise’ – an supplier in a position to adapt its method inside of a consistently altering, advanced setting. The ebook is based to stroll the reader via each one portion of the strategic plan systematically.

With a clean procedure, key questions, examples, overseas situations to attach thought with perform and recommendations for additional interpreting, this e-book is designed to accompany periods on strategic making plans, cultural administration or arts management.

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These are related to the implementation of new technologies, new equipment and online tools. The preceding classifications are done from a theoretical viewpoint to better understand what innovations are about. In the arts practice, types of innovations are usually interrelated. Examples of programme, process, marketing, organisational and technical innovations are given in the following: • Digital portals allow artists to network and also to upload, sell and exchange artwork, while they • • • • also allow audiences to vote for artworks27.

Jean-Baptiste Say (1767–1832) described entrepreneurs as those who transfer economic resources to areas with higher productivity and organise production process by combining diverse factors of production with information and experience. Entrepreneurs focus on the organisation of production and are responsible for achieving productivity due to renewed allocation of resources. Austrian economist and philosopher Friedrich Hayek (1899–1992) defined entrepreneurs as people who work in competitive situations aiming at higher effectiveness and combining their unique skills and competences with the market situation.

Cultural mediators and animators also work with groups and teams but not necessarily in a permanent organisational setting. 1 illustrates examples of arts managers and administrators, depending on the sector in which they are engaged and other variables. Arts organisations are regarded as open systems, and therefore arts managers and administrators need to constantly communicate with the outside environment—with policy-makers, financial institutions, sponsors, critics, experts, journalists, professionals and volunteers from other cultural, social and business organisations, as well as with different communities35.

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