Relevant bibliographies by topics / Arts organizations

Academic literature on the topic 'Arts organizations'

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Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Arts organizations"

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Townsend, Anthony M. "An Exploratory Study of Administrative Workers in the Arts." Public Personnel Management 29, no. 3 (September 2000): 423–34. http://dx.doi.org/10.1177/009102600002900309.

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This study focuses on an exploration of value differences between administrative workers in the arts and workers in for-profit business organizations. Data were collected among both for-profit and arts workers to determine if there are differences in the things they value in the workplace. Analyses indicate that there are differences between the groups' work values. The managerial implications of the study are then discussed at length. Here has been an increasing appreciation of the special problems and administrative imperatives faced by managers in semi-public organization and not-for-profit arts organizations in particular. Most arts organizations function somewhere in the gray area between a public agency (as they are frequently supported by, and responsible to, both municipal and Federal programs) and true not-for-profits. As such, administrators in arts organizations look to the experiences of both public agencies, as well as not-for-profit organizations, to provide guidance on the daily management of their organizational mission.
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Vakharia, Neville, Marilena Vecco, Andrej Srakar, and Divya Janardhan. "Knowledge centricity and organizational performance: an empirical study of the performing arts." Journal of Knowledge Management 22, no. 5 (June 11, 2018): 1124–52. http://dx.doi.org/10.1108/jkm-06-2017-0219.

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PurposeThis paper explores the concepts of knowledge-centric organizations in the performing arts sector to understand how specific organizational practices relate to measures of financial and operational performance.Design/methodology/approachA quantitative analysis of 368 small and mid-sized nonprofit performing arts organizations in the USA was undertaken via primary data on organizational practices and secondary data on performance metrics. Structural equation modeling was used to validate the latent construct of knowledge centricity and to test hypotheses on how knowledge centricity impacts financial and operational performance, and is influenced by firm-level demographic variables.FindingsResults show several distinct performance metrics that are statistically associated with knowledge-centric practices of the organizations analyzed.Research limitations/implicationsThis article investigates the knowledge centricity of organizations, a relatively nascent theoretical concept, which is of significant relevance in today’s knowledge-driven economy. The findings can serve as a basis to further investigate strategic approaches that arts organizations can undertake to remain sustainable and operate effectively in a knowledge-driven society.Practical/implicationsIt provides critical insights into management practices and approaches that can be instituted to drive improved organizational performance.Originality/valueBuilding on the extant literature, this article develops a conceptual framework of knowledge centricity and defines a knowledge-centric organization. It thoroughly investigates the latent construct of knowledge centricity, identifies how knowledge centricity impacts financial and operational performance of nonprofit performing arts organizations, and provides grounding for future studies.
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Mizera-Pęczek, Patrycja. "Praca dzieci w organizacjach kultury. Dwa oblicza cienia organizacyjnego." Zarządzanie w Kulturze 21, no. 4 (2020): 347–60. http://dx.doi.org/10.4467/20843976zk.20.027.13045.

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Work of Children in Arts Organizations. Two Faces of the Organizational Shadow Children-artists participating in film, show and media projects are, just like adult artists, participants in human resource management processes (e.g., recruitment, evaluation, training or derecruitment). However, children do not have professional competences similar to those of adult members of an organization, and their professional development is determined by the decisions of managers of arts organizations. The aim of the article is to deepen the reflection on the situation of children working in arts organizations in the context of the relationship “a child in the shadow of an adult”. In this article the shadow is the domination of adults, and the darkened space is the childhood of underage artists. The considerations lead to the conclusion that the work of children in arts organizations is a kind of challenge for adult members of the organizations.
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Sabella, Anton Robert, Mira Taysir El-Far, and Niveen Labib Eid. "The effects of organizational and job characteristics on employees’ organizational commitment in arts-and-culture organizations." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 1002–24. http://dx.doi.org/10.1108/ijoa-08-2015-0900.

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Purpose The purpose of this paper is to investigate the nature of organizational commitment among employees of Palestinian arts-and-culture organizations and to examine the combined effect and role of organizational and job characteristics in shaping employees’ commitment. Design/methodology/approach An on-site employee survey was conducted in 20 distinct local not-for-profit arts-and-culture organizations, where the respondent sampling frame constituted of 190 individuals with a response rate of 48 per cent. Confirmatory factor analysis was used in this study to confirm the original scale structure for study constructs and evaluate their distinctiveness in the Palestinian context. Findings Results from structural equation modeling analysis revealed a reasonable rather than a good fit of the model to the data. The current study recognized organizational and job characteristics as critical determinants of employees’ commitment, particularly its affective component; which was also found to be the most accurate description of organizational commitment in arts-and-culture organizations. Research limitations/implications Consistent with the social exchange theory, an emphasis should be placed on employees’ perception of organizational and job characteristics. This study advocates for combining organizational characteristics with job characteristics in light of their significant association with commitment in the context of motivational theories. Practical implications This study empirically demonstrates the positive effects of organizational and job characteristics on employees’ evaluation of their organization. Managers of arts-and-culture organizations should maintain a proper alignment of organizational values with those of the employees and create a working environment that meets employees’ psychological and career needs. Originality/value This study makes a valuable contribution to the existing body of research and adds to a very limited number of studies investigating organizational commitment in arts-and-culture organizations, validating the structure of commitment and its antecedents in a non-Western context and showing the multi-dimensionality of the concept.
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Alexiou, Kostas, Jennifer Wiggins, and Stephen B. Preece. "Crowdfunding Acts as a Funding Substitute and a Legitimating Signal for Nonprofit Performing Arts Organizations." Nonprofit and Voluntary Sector Quarterly 49, no. 4 (February 28, 2020): 827–48. http://dx.doi.org/10.1177/0899764020908338.

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This research examines the relationship between crowdfunding campaigns by nonprofit performing arts organizations and their overall fundraising portfolio. Using a dataset compiled from the CrowdBerkeley Initiative and the Cultural Data Project, we find an important link between campaign success and organization age. For young organizations, crowdfunding success attracts funding in the subsequent year, while a failed campaign significantly hampers the organization’s ability to raise funds, suggesting that crowdfunding acts as a legitimating signal. In contrast, older organizations appear to be insulated from the negative effects of a failed campaign. In addition, higher amounts raised in the campaign are associated with a substitution or “crowding out” effect for other types of funding for young organizations, but this effect reverses for older organizations. This suggests that crowdfunding should not only be considered a tool for younger organizations, but also holds promise for established organizations.
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Jyrämä, Annukka, Sami Kajalo, Tanja Johansson, and Anni Sirèn. "Arts Organizations and Branding: Creating a New Joint Brand for Three Arts Organizations." Journal of Arts Management, Law, and Society 45, no. 3 (July 3, 2015): 193–206. http://dx.doi.org/10.1080/10632921.2015.1062444.

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Gross, Hellen P., and Maren Rottler. "Nonprofits’ Internal Marketing and Its Influence on Volunteers’ Experiences and Behavior: A Multiple Mediation Analysis." Nonprofit and Voluntary Sector Quarterly 48, no. 2 (November 30, 2018): 388–416. http://dx.doi.org/10.1177/0899764018815614.

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Drawing from theory and research on internal marketing as a relevant factor influencing volunteer behavior, we hypothesize that internal marketing practices are positively associated with the way volunteers act in the interest of an organization and that this relationship is mediated by volunteers’ satisfaction and organizational identification. In a study of volunteers in German arts organizations, this relationship is analyzed using structural equation modeling. Results indicate mediation effects of satisfaction on volunteer behavior and internal marketing. Similarly, identification with the organization positively influences volunteer behavior, although not in the form of a mediation. Implications for internal marketing practices and arts organizations relying on volunteers are discussed.
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Manfredi Latilla, Vito, Federico Frattini, Antonio Messeni Petruzzelli, and Martina Berner. "Knowledge management and knowledge transfer in arts and crafts organizations: evidence from an exploratory multiple case-study analysis." Journal of Knowledge Management 23, no. 7 (September 9, 2019): 1335–54. http://dx.doi.org/10.1108/jkm-11-2018-0699.

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Purpose This paper aims to analyse and discuss five longitudinal case studies in which the authors have investigated how, in a specific subset of the creative industry, i.e. the arts and crafts organizations, knowledge can be systematized and transferred, becoming a real source of competitive advantage. Design/methodology/approach As no prior empirical research on the relationship among knowledge, knowledge transfer the role of craftsmen is available, an exploratory, qualitative research design seems advisable to study the phenomenon in detail. In setting up a multiple case study, the authors established a sampling frame of criteria associated with the theoretical background and research interest of this study: the case firms had to be arts and crafts organizations well-known for the high quality and value of their artifacts and have a solid reputation for preserving the tradition and the uniqueness of their manufacturing processes. Findings It has emerged the importance of craftsmen within arts and crafts organizations, whose know-how and technical skills are high valued by colleagues, by the market (customers), within the society and the territory where they operate. The knowledge acquired and retained by the craftsmen becomes therefore crucial for the survival of the arts and crafts organizations and for their profitability in the long term. Research limitations/implications From the empirical investigation, it has emerged a certain unawareness at managerial level of the strategic relevance of the craftsmen knowhow and skills and of how to practically and effectively transfer their knowledge to a future generation of young craftsmen to continue to satisfy a unique and exclusive market demand. Furthermore, it has emerged the lack of a common knowledge transfer policy to different organizations. Therefore, it has not been possible to define a standard framework for the knowledge transfer process because it is influenced by the organizational structure, the management style of the organization owner (very often a family that retains the totality of the organization shares/quota), the social context and the territory where the organization is located, as well as the target market and the specific niche of customers who buy the organization’s products. This result represents a potential threat for the survival of arts and crafts organizations in the long run. Practical implications A common result that has emerged is that craftsmen play a crucial role for the success of arts and crafts organizations, through the creation and production of exclusive, high value products; hence, it is crucial to preserve and transfer properly their knowhow and skills. This result is particularly relevant for the world of practice: in a time where globalization demands for the relocation of production processes and technology automates several job tasks, the variegated world of arts and crafts, where the handmade abilities and skills of craftsmen cannot be replicate, imitate or standardize, becomes extremely important for the economy of several countries, among which Italy. Social implications At social level, the activity of arts and crafts organizations help preserve the uniqueness and exclusivity of the heritage and culture of the territory where they are located, and reflect the tradition of such territory, the knowhow and ability of its inhabitants and help preserve this unique reservoir of competences and knowhow. Originality/value The contribution builds on the lack of practical understanding of the relationship between knowledge and the role played by craftsmen in the knowledge transfer process within arts and crafts organizations, and how effective such process is realized. This because despite the interest of many authors toward both knowledge management and transfer within the creative industry, there is a lack of studies aimed at linking systematically these two research areas. This is a relevant issue since knowledge in creative industries mainly refers to the traditions and values at the basis of an organization’s culture, tends to manifest itself in a tacit way and is difficult to analyze because it mainly exists in the mind of individuals as the result of their working experience not expressed in an explicit form.
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Shin, Victor K. W., Ling Tung Tsang, and Tommy H. L. Tse. "Bridging structural and micro-level factors in cultural labor studies." Social Transformations in Chinese Societies 16, no. 1 (April 11, 2020): 15–37. http://dx.doi.org/10.1108/stics-03-2019-0007.

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Purpose This study aims to examine how the organizational structure of arts groups and their administrative personnel’s socio-demographic attributes affect the working conditions of and create tensions for their staff. Recent discussion about the cultural industries and labor has pursued two strands – macro-level research expounds on the organization of cultural industries and labor market; and micro-level studies focus on the work and employment of cultural practitioners. Very few of them, however, articulate the relationships between the two levels. This study contributes to the literature with a multilevel framework that examines the interplay between the structural conditions and personal factors in which labor–capital relationships evolve. Design/methodology/approach This study applies a qualitative approach to collect and analyze data. It conducted 39 in-depth interviews with arts managers and administrators from a sample of 18 performing arts organizations across four performing arts sectors in Hong Kong, namely, drama, music, dance and opera. The stratified sample covers arts organizations of different funding models – the public “nationalized” form, the mixed-economy form, and the privatized form. Findings This study shows that the funding and organization model of arts organizations resulted in various forms of job structure, and that the practitioners’ socio-demographic background shapes their career expectations. The job structure and career expectations together affect the labor turnover and influence organization strategies. Originality/value This study’s methodological contribution lies on its application of a multilevel framework to analyze the relationships between the macro- and the micro-level factors underpinning the working conditions of labor in the cultural industries. Besides, it contributes to the discussion about “labor precariousness” with empirical evidence from a comparative study of arts managers and administrators from organizations across four performing arts sectors.
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Heidelberg, Brea M. "The Need for Arts Researchers in Arts Organizations." Journal of Arts Management, Law, and Society 40, no. 3 (August 31, 2010): 235–37. http://dx.doi.org/10.1080/10632921.2010.504508.

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Dissertations / Theses on the topic "Arts organizations"

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Ding, Zi-Yun. "Branding in Arts Organizations." University of Akron / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=akron1297979840.

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Lee, Ra Won. "Interorganizational Relationships and Mergers of Nonprofit Arts Organizations: Two Case Studies of Mergers of Nonprofit Arts Organizations." The Ohio State University, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=osu1451948476.

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Chang, Woong Jo. "Small Arts Organizations: Supporting their Creative Vitality." The Ohio State University, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=osu1316377062.

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Benedetti, Cristina A. "Case Studies in Volunteer Management: Approaches from Three Ohio Arts Organizations." The Ohio State University, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=osu1386000586.

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Carrington, Amy. "EXPLORING ARTS ORGANIZATIONS AS A CATALYST FOR COMMUNITY DEVELOPMENT." UKnowledge, 2010. http://uknowledge.uky.edu/gradschool_theses/24.

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The purpose of this project was to examine the arts as a positive change agent for community development. Exploring how and for what purpose nonprofit arts organizations can create social capital can provide insight on how the arts industry can be a leader in the transformation of communities and regions around the globe. The perspectives of artists, community developers, sponsors and beneficiaries of the arts provided insight on how and in what ways the arts can evoke change by building connections and inspiring participation. Community development theorist Bhattacharyya (2004) distinguished community development from related fields such as economic development and social work by highlighting its ability to build solidarity and create agency. For Bhattacharyya, solidarity means trust and relationships where community members can work together for change. Once united for a cause, agency means the implementation of the group's goals. To explore the multiple ways which the arts can inform community development change for leaders, two case studies were conducted. Insights came from data collected for each case through key informant interviews and organizational website analysis.
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Zaretti, Joan L. "The nonprofit niche managing music education in arts organizations /." [Bloomington, Ind.] : Indiana University, 2007. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:3243801.

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Thesis (Ph.D.)--Indiana University, Dept. of Folklore and Ethnomusicology, 2007.
Title from PDF t.p. (viewed Nov. 18, 2008). Source: Dissertation Abstracts International, Volume: 67-12, Section: A, page: 4387. Adviser: Ruth Stone.
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Shackelford, Kelsey. "COLLABORATIVE ORGANIZATIONAL STRUCTURES AMONG ARTIST MEMBER AND OTHER RELATED ORGANIZATIONS." UKnowledge, 2018. https://uknowledge.uky.edu/cld_etds/44.

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Kentucky has a rich cultural and artistic tapestry that is part of the economic future of the state. An important consideration of this future is the artist-member organizations that serve Kentucky creatives and how they work together collaboratively, both internally and externally. The objective of this study was to see how ten different organizations viewed themselves and interacted with their communities in the way in which they are structure, or lack a definite structure as is the case with several different groups. Through web analysis and a series of interviews with organizations that provide benefits to Kentucky artists, we learn that there are no strict definitions to what these organizations are and that to continue, they will have to continue to become flexible and open to changes that may come their way.
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Strahl, Lisa. "The postmodern museum : the effects of technology on visual arts organizations /." Philadelphia, Pa. : Drexel University, 2000. http://dspace.library.drexel.edu/handle/1860/387.

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Faust, Pamela June. "The characteristics of effective Executive Directors in Nonprofit Arts Organizations." Connect to resource, 2000. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1152214016.

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Johnson, Yolanda F. "A Useful Guide to Planning Special Events for Arts Organizations." University of Akron / OhioLINK, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=akron1146153249.

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Books on the topic "Arts organizations"

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Fowler, Nellie. Directory of minority arts organizations. Washington, D.C. (1100 Pennsylvania Ave., N.W., Washington 20506): National Endowment for the Arts, Civil Rights Division, 1987.

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Managerial rhetoric and arts organizations. New York: Palgrave Macmillan, 2006.

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Zan, Luca. Managerial Rhetoric and Arts Organizations. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230624801.

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Stolper, Friedman Carolyn, and Friedman Carolyn Stolper, eds. Successful fundraising for arts and cultural organizations. 2nd ed. Phoenix, Ariz: Oryx Press, 1997.

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Brooks, Hopkins Karen, ed. Successful fundraising for arts and cultural organizations. Phoenix, Ariz: Oryx Press, 1989.

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Church, Nancy J. Marketing for nonprofit cultural organizations. Plattsburgh, N.Y: Clinton-Essex-Franklin Library System, 1986.

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Wobbekind, Richard L. Economic impact of nonprofit arts organizations in Colorado. Boulder, CO (Campus Box 420, Boulder 80309-0420): Business Research Division, University of Colorado at Boulder, College of Business and Administration, 1990.

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Foundation, Illinois Arts Alliance. Succession: Arts leadership for the 21st century : research and recommendations on leadership succession in nonprofit arts organizations. Chicago, IL: Illinois Arts Allince Foundation, 2003.

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Artful leadership: Managing stakeholder problems in nonprofit arts organizations. Bloomington: Indiana University Press, 1996.

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Council, Ontario Ontario Arts. The economic impact of OAC-funded arts organizations: Report summary. Toronto: Ontario Arts Council, 1996.

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Book chapters on the topic "Arts organizations"

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Caust, Josephine. "Artforms, Arts Organizations and Arts Leadership." In Arts Leadership in Contemporary Contexts, 61–88. Names: Caust, Jo, author.Title: Arts leadership in contemporary contexts / Josephine Caust.Description: New York : Routledge, 2017. | Series: Routledge advances in art and visual studies: Routledge, 2018. http://dx.doi.org/10.4324/9781315559599-4.

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Harrington, James. "Other Performing Arts Organizations." In Building a Career in Opera from School to Stage, 16–22. [1.] | New York: Routledge, 2020. | Series: CMS emerging fields in music: Routledge, 2020. http://dx.doi.org/10.4324/9780367822224-4.

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Antal, Ariane Berthoin. "When Arts Enter Organizational Spaces: Implications for Organizational Learning." In Learning Organizations, 177–201. Dordrecht: Springer Netherlands, 2013. http://dx.doi.org/10.1007/978-94-007-7220-5_11.

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Kirchner, Theresa A., Edward P. Markowski, and John B. Ford. "Assessing Organizational Financial Health of Nonprofit Arts Organizations." In Marketing Challenges in a Turbulent Business Environment, 489–90. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-19428-8_124.

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Zan, Luca. "Arts Organizations between Uses and Abuses of Managerial Rhetoric." In Managerial Rhetoric and Arts Organizations, 1–29. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230624801_1.

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Zan, Luca. "Management and the British Museum: Competing Rhetorics and Identities." In Managerial Rhetoric and Arts Organizations, 30–74. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230624801_2.

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Zan, Luca. "Management Control and Managerial Rhetoric in Italian Public Sector Cultural Institutions." In Managerial Rhetoric and Arts Organizations, 75–93. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230624801_3.

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Zan, Luca. "Managerialization of Cultural Organizations and Institutional Settings: the Transformation into Foundations and Managerial Rhetoric." In Managerial Rhetoric and Arts Organizations, 94–114. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230624801_4.

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Zan, Luca. "Reporting on Performance: the Development of Venetian Municipal Museums in the 1990s." In Managerial Rhetoric and Arts Organizations, 115–56. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230624801_5.

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Larsen, Håkon. "Legitimation Work in State-Funded Arts Organizations." In Performing Legitimacy, 61–78. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31047-3_3.

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Conference papers on the topic "Arts organizations"

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Janičić, Radmila. "Strategic Marketing Planning in Development of Arts and Cultural Institutions." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.25.

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The paper present theoretical and practical aspects of strategic marketing planning in development of arts and cultural institutions. Focus of the paper is on developing theoretical aspects of strategic marketing planning in development of arts and cultural institutions. The theoretical part of the paper is based on modern literature in the field of strategic marketing planning, brand building, arts and culture. The key hypothesis of the paper is that development of arts and cultural institutions have to be based on strategic marketing planning, on strategic marketing analysis, implementation of marketing strategies and strategic marketing control. The special aspect of the paper are strategies of brand building of arts and cultural institutions. In the empirical research the paper will present case studies about implementation of strategic marketing planning in development of arts and cultural institutions. The empirical research will include results of questionnaire research about perception of arts and cultural institutions as brand, about approaches of experiences about arts and cultural institutions, about identity and image of arts and cultural institutions, about specific strategies that could develop arts and cultural institutions. The research in the paper will be qualitative and quantitative, with primary and secondary data. The empirical research will analyze impact of experience marketing, emotional branding strategies and traditional brand strategies in development of arts and cultural institutions brand. In the case studies the paper will present good examples of strategic marketing planning in development of arts and cultural institutions. The results of empirical research will lead to further theoretical and practical analysis of development of arts and cultural institutions. The paper present modern ways of development of arts and cultural institutions. The paper will analyze impact of social media on brand building of arts and cultural institutions. The paper will analyze new professions in arts and culture and new brand strategies that could be implement in digital environment. The paper will analyze connection between traditional strategies of brand building of arts and cultural institutions and strategies of brand building of arts and cultural institutions in digital environment. Special aspect in the paper will be given on synergy of traditional and digital marketing strategies in brand building of arts and cultural institutions.
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"Supporting organizations." In 2010 IEEE International Symposium on Mixed and Augmented Reality - Arts, Media, and Humanities (ISMAR-AMH). IEEE, 2010. http://dx.doi.org/10.1109/ismar-amh.2010.5643309.

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Blagireva, Elena. "On Competitiveness of Educational Organizations." In 2015 International Conference on Arts, Design and Contemporary Education. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icadce-15.2015.219.

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Blankenship, Courtney. "The Impact of Recent Tax Code Changes on Arts Organizations." In MEIEA Educators Summit 2018. Music and Entertainment Industry Educators Association, 2018. http://dx.doi.org/10.25101/18.21.

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Shuvalov, Aleksandr. "TAX ADMINISTRATION ORGANIZATIONS OF SOCIAL SPHERE." In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.100.

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Dragicevic, Marija. "MANAGING PHYSICAL EVIDENCE IN SERVICES ORGANIZATIONS." In 4th International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/15/s05.078.

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Zimon, Grzegorz. "MUTUAL TRANSACTIONS IN GROUP PURCHASING ORGANIZATIONS." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocial2018h/11/s03.067.

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Maj, Jolanta. "GENESIS OF DIVERSITY MANAGEMENT IN POLISH ORGANIZATIONS." In 4th International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/15/s05.053.

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Platonova, Natalia. "LEGAL REGULATION OF NON-GOVERNMENT ORGANIZATIONS FUNDING." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocialf2018/1.6/s02.032.

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Naydenov, Kliment. "PROSPECTS FOR KNOWLEDGE MANAGEMENT IN PUBLIC SECTOR ORGANIZATIONS." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocial2018h/11/s01.009.

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Reports on the topic "Arts organizations"

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Ferrari, Maria-Aparecida, and Ana-María Durán. El estado del arte de las Relaciones Públicas y Sustentabilidad en organizaciones brasileñas y ecuatorianas / The state of the art of public relations and sustainability in Brazilian and Ecuadorian organizations. Revista Internacional de Relaciones Públicas, December 2018. http://dx.doi.org/10.5783/rirp-16-2018-08-129-150.

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Clay, Steven E. US Army Order of Battle 1919-1941. Volume 1. The Arms: Major Commands and Infantry Organizations, 1919-41. Fort Belvoir, VA: Defense Technical Information Center, January 2010. http://dx.doi.org/10.21236/ada562275.

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Mittelsteadt, Matthew. AI Verification: Mechanisms to Ensure AI Arms Control Compliance. Center for Security and Emerging Technology, February 2021. http://dx.doi.org/10.51593/20190020.

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The rapid integration of artificial intelligence into military systems raises critical questions of ethics, design and safety. While many states and organizations have called for some form of “AI arms control,” few have discussed the technical details of verifying countries’ compliance with these regulations. This brief offers a starting point, defining the goals of “AI verification” and proposing several mechanisms to support arms inspections and continuous verification.
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Findlay, Trevor. The Role of International Organizations in WMD Compliance and Enforcement: Autonomy, Agency, and Influence. The United Nations Institute for Disarmament Research, December 2020. http://dx.doi.org/10.37559/wmd/20/wmdce9.

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Major multilateral arms control and disarmament treaties dealing with weapons of mass destruction (WMD) often have mandated an international organization to monitor and verify State party compliance and to handle cases of non-compliance. There are marked differences in the mandates and technical capabilities of these bodies. Nonetheless, they often face the same operational and existential challenges. This report looks at the role of multilateral verification bodies, especially their secretariats, in dealing with compliance and enforcement, the extent to which they achieve “agency” and “influence” in doing so, and whether and how such capacities might be enhanced. In WMD organizations it is the governing bodies that make decisions about noncompliance and enforcement. The role of their secretariats is to manage the monitoring and verification systems, analyse the resulting data – and data from other permitted sources – and alert their governing bodies to suspicions of non-compliance. Secretariats are expected to be impartial, technically oriented and professional. It is when a serious allegation of non-compliance arises that their role becomes most sensitive politically and most vital. The credibility of Secretariats in these instances will depend on the agency and influence that they have accumulated. There are numerous ways in which an international secretariat can position itself for maximum agency and influence, essentially by making itself indispensable to member States and the broader international community. It can achieve this by engaging with multiple stakeholders, aiming for excellence in its human and technical resources, providing timely and sustainable implementation assistance, ensuring an appropriate organizational culture and, perhaps most of all, understanding that knowledge is power. The challenge for supporters of international verification organizations is to enhance those elements that give them agency and influence and minimize those that lead to inefficiencies, dysfunction and, most damaging of all, political interference in verification and compliance judgements.
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Salama, Hana, and Emma Bjertén-Günther. Women Managing Weapons: Perspectives for Increasing Women’s Participation in Weapons and Ammunition Management. United Nations Institute for Disarmament Research, July 2021. http://dx.doi.org/10.37559/gen.

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This report explores women’s participation in the field of weapons and ammunition management, particularly their lived experiences in WAM technical roles, such as stockpile managers, armourers, ammunition and technical experts, explosive ordnance disposal specialist. The purpose is to unpack the challenges faced by these women and identify good practices for further inclusion of women in WAM. It also provides ideas for states, international organizations and disarmament stakeholders to improve gender diversity in implementation of arms control commitments, such as the UN PoA and its relevant instruments.
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Salama, Hana, and Emma Bjertén-Günther. Women Managing Weapons: Perspectives for Increasing Women’s Participation in Weapons and Ammunition Management. United Nations Institute for Disarmament Research, July 2021. http://dx.doi.org/10.37559/gen/2021/02.

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UNIDIR’s new study Women Managing Weapons: Perspectives for Increasing Women’s Participation in Weapons and Ammunition Management seeks to fill this gap by exploring women’s participation in the field of weapons and ammunition management, particularly their lived experiences in WAM technical roles, such as stockpile managers, armourers, ammunition and technical experts, explosive ordnance disposal specialist. The purpose is to unpack the challenges faced by these women and identify good practices for further inclusion of women in WAM. It also provides ideas for states, international organizations and disarmament stakeholders to improve gender diversity in implementation of arms control commitments, such as the UN PoA and its relevant instruments.
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Boehm, Ted W., and Jim Handy. Central HMA Acceptance Lab Process Improvement Implementation Plan Project. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317130.

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The Indiana Department of Transportation (INDOT) Central Hot Mix Asphalt (HMA) Acceptance Lab was opened on March 29, 2018 at the Office of Materials Management (OMM) facility in Indianapolis. The state-of-the-art lab conducts acceptance testing on HMA samples from INDOT’s Crawfordsville and Greenfield districts, as well as testing of appeals samples from the other four INDOT districts. Each HMA sample undergoes multiple sequences acceptance testing processes. In 2019, project SPR-4353 “Central HMA Acceptance Lab Process Improvement Project” was conducted with the goal to improve organization, flow of work and efficiency in the central region HMA Acceptance Lab for all tests done, and provide implementation leading to the reduction of turnaround time from six days to four days. This project follows key recommended actions from SPR-4353 to implementation.
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Shannon, Caitlin S., and Beverly Winikoff. Misoprostol: An emerging technology for women's health—Report of a seminar. Population Council, 2004. http://dx.doi.org/10.31899/rh17.1002.

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On May 7–8, 2001, the Population Council and the Center for Reproductive Health Research & Policy of the University of California, San Francisco, convened a technical seminar in New York City on the use of misoprostol for women’s health indications. The seminar was designed to provide a forum for researchers, providers, women’s health advocates, and educators to exchange information with the goal of advancing the potential of misoprostol to improve women’s health. Participants discussed the state of the art in research, examined current clinical use of misoprostol, and created strategies for the future. The first day focused on scientific and clinical aspects of misoprostol use. The second day’s discussion centered on the future of misoprostol for women’s health, including identifying priorities for research and the role of provider groups and women’s health and advocacy organizations in helping to ensure misoprostol’s continued, appropriate use. At the end of each session, the group had an opportunity to share ideas and discuss unanswered questions. This report covers the key issues raised by each speaker and highlights general areas of discussion among participants.
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Wildfire Impacts On The Southern Plains. USDA Southern Plains Climate Hub, April 2019. http://dx.doi.org/10.32747/2019.6965587.ch.

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Between 2016 and 2018, the U.S. Department of Agriculture (USDA) Southern Plains Climate Hub led a project to assess the impacts of the recent historic 2016 and 2018wildfires on the Southern Plains. Titled the 2016-2018Southern Plains Wildfire Assessment, this project was coordinated with multiple agencies and organizations across the region including the Southern Climate Impacts Planning Program (SCIPP) a NOAA Regional Integrated Science and Assessment (RISA) team,University of Oklahoma’s Center for Spatial Analysis, and the USDA Agricultural Research Service (ARS) Grazinglands Research Laboratory, among others. Elements of this project included three local stakeholder events across the affected region as well as are search component investigating characteristics of vegetation recovery within these areas. The findings of both are coupled in this assessment report to encourage the risk reduction measures of future wildfire recovery and preparedness efforts across the Southern Plains.
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