Journal articles: '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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Cowan, C. Lynn. "Regional Arts Organizations: The Invisible Public Arts Agencies." Journal of Arts Management and Law 17, no. 4 (December 1987): 67–79. http://dx.doi.org/10.1080/07335113.1987.10593780.

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Kidd, Dustin. "Democratic Practices in Arts Organizations." Journal of Arts Management, Law, and Society 38, no. 4 (January 2009): 296–309. http://dx.doi.org/10.3200/jaml.38.4.296-309.

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Hager, Mark A., and HeeKyung Sung. "Local Arts Agencies as Destination Management Organizations." Journal of Travel Research 51, no. 4 (December 23, 2011): 400–411. http://dx.doi.org/10.1177/0047287511426338.

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Local arts agencies have entered the local ecology of destination management in the United States as part of the network of organizations seeking to attract cultural tourists. This role has been virtually ignored in both the tourism and the community arts literatures. A national survey of local arts agencies reflects a substantial proportion that report involvement in cultural tourism development. Narrative analysis of descriptions of cultural tourism strategy reveals a range of activities, especially strategic marketing, development of products, and organizational learning through collaborative partnerships. Unexpected among destination management organizations, we learn that local arts agencies are substantially involved in the development of cultural products geared toward facilitating tourism. We propose that future research on destination management should recognize the position and value of local arts agencies in community-level development of cultural tourism.

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Borges, Vera, and Luísa Veloso. "Emerging patterns of artistic organizations in Portugal: A three case studies analysis." SOCIOLOGIA DEL LAVORO, no. 157 (August 2020): 84–107. http://dx.doi.org/10.3280/sl2020-157005.

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In the wake of the 2008 global financial and economic crisis, new forms of work organization emerged in Europe. Following this trend, Portugal has undergone a reconfiguration of its artistic organizations. In the performing arts, some organiza-tions seem to have crystalized and others are reinventing their artistic mission. They follow a plurality of organizational patterns and resilient profiles framed by cyclical, structural and occupational changes. Artistic organizations have had to adopt new models of work and seek new opportunities to try out alternatives in order to deal, namely, with the constraints of the labour market. The article anal-yses some of the restructuring processes taking place in three Portuguese artistic organizations, focusing on their contexts, individual trajectories and collective missions for adapting to contemporary challenges of work in the arts. We conclude that organizations are a key domain for understanding the changes taking place.

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Scapolan, Annachiara, Fabrizio Montanari, Sara Bonesso, Fabrizio Gerli, and Lorenzo Mizzau. "Behavioural competencies and organizational performance in Italian performing arts." Academia Revista Latinoamericana de Administración 30, no. 2 (June 5, 2017): 192–214. http://dx.doi.org/10.1108/arla-09-2015-0264.

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Purpose The purpose of this paper is to investigate the behavioural competencies of directors and managers working for cultural organizations and their relationship with organizational performance. Design/methodology/approach The study adopts an ESC competency modelling process and the technique of the Behavioural Event Interview as the primary source of data collection. In particular, the authors interviewed 14 directors and managers of six performing arts organizations operating in Emilia-Romagna, a region located in Northern Italy. Findings Findings show that directors and managers of cultural organizations are characterized by a specific set of social and emotional (e.g. persuasion and empathy), whereas cognitive competencies, such as quantitative analysis, are less frequent. Findings highlight also that a balanced portfolio of behavioural competencies emerges as importantly correlated with high organizational performance. Practical implications Findings offer relevant managerial implications for the design and implementation of a coherent set of human resource management practices, which allow cultural organizations to reach above-average performance. Originality/value This study contributes to a better understanding of the relationship between managerial competencies and the performance of cultural organizations, taking into account specific kinds of competencies – namely, behavioural competencies – which have been neglected by the previous literature.

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Chin, Stephanie, and Sidney Pink. "Single Carrot Theatre: Financial Crisis Leads to Artistic Pivot." Journal of Arts Entrepreneurship Education 3, no. 1 (July 28, 2021): 12–16. http://dx.doi.org/10.46776/jaee.v3.77.

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This teaching case study examines how Single Carrot Theatre in Baltimore, Maryland used adaptive capacity, leadership structures and risk assessment to implement a large organizational and artistic pivot. The case study is designed for undergraduate students to analyze how an established arts organization in financial risk can pivot from a traditional model to an innovative business structure while managing financial sustainability, audience growth and artistic vision. The Instructor’s Manual includes learning objectives, sample questions and additional resources to guide discussion around organizational culture and the important role of artistic vision in arts organizations.

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Chang, Woong Jo. "How “Small” Are Small Arts Organizations?" Journal of Arts Management, Law, and Society 40, no. 3 (August 31, 2010): 217–34. http://dx.doi.org/10.1080/10632921.2010.504604.

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Cray, David, and Loretta Inglis. "Strategic Decision Making in Arts Organizations." Journal of Arts Management, Law, and Society 41, no. 2 (April 2011): 84–102. http://dx.doi.org/10.1080/10632921.2011.573444.

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Strobel, Maria, Andranik Tumasjan, and Isabell Welpe. "Do Business Ethics Pay Off?" Zeitschrift für Psychologie / Journal of Psychology 218, no. 4 (January 2010): 213–24. http://dx.doi.org/10.1027/0044-3409/a000031.

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The ability to attract highly qualified employees constitutes a significant competitive advantage, and is ultimately linked to an organization’s economic success. Creating and maintaining organizational attractiveness is therefore crucial to organizations. While previous research has demonstrated that an organization’s ethical conduct (e.g., corporate social responsibility) enhances its attractiveness for potential employees, there is no empirical evidence on whether the ethical behavior of an organization’s leaders can also affect organizational attractiveness. Using both experimental and correlational data we investigate the influence of leader ethical behavior on organizational attractiveness and examine the underlying mechanisms behind this relationship. In line with our hypotheses, ethical leader behavior leads to significantly higher ethical leadership ratings and to significantly higher ratings of organizational attractiveness. Furthermore, higher ethical leadership ratings were associated with stronger intentions to pursue employment with the respective organization. This effect was simultaneously mediated by organizational prestige and the general attractiveness of the organization.

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Kim, Mirae, and Dyana P. Mason. "Representation and Diversity, Advocacy, and Nonprofit Arts Organizations." Nonprofit and Voluntary Sector Quarterly 47, no. 1 (August 31, 2017): 49–71. http://dx.doi.org/10.1177/0899764017728364.

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In recent years, arts and culture nonprofits have sought to make themselves more relevant to community issues by engaging in advocacy. Based on survey data drawn from a national sample of arts nonprofits, this study compares the different levels of advocacy carried out by all arts nonprofits and by minority-led arts nonprofits. To explain the varying levels of advocacy, this study focuses on the diversity of an organization’s constituents and its surrounding community, as well as the ethnic or racial identity and the professional background of its leader. Our results indicate that constituent and community racial and ethnic compositions are associated with the level of advocacy at arts nonprofits. Also, arts nonprofits with leaders who have been in the arts industry for a significant time are more likely to be engaged in advocacy than otherwise similar organizations. We discuss the implication of diversity and professional leadership on arts nonprofits’ advocacy.

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Marudas, Nicholas P., and Fred A. Jacobs. "The extent of excessive or insufficient fundraising among US arts organizations and the effect of organizational efficiency on donations to US arts organizations." International Journal of Nonprofit and Voluntary Sector Marketing 12, no. 3 (June 27, 2007): 267–73. http://dx.doi.org/10.1002/nvsm.305.

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Moldavanova, Alisa V., and Nathaniel S. Wright. "How Nonprofit Arts Organizations Sustain Communities: Examining the Relationship Between Organizational Strategy and Engagement in Community Sustainability." American Review of Public Administration 50, no. 3 (October 29, 2019): 244–59. http://dx.doi.org/10.1177/0275074019884316.

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This article investigates the relationship between several elements of organizational strategy and arts and culture nonprofits perceived contributions to community sustainability. We ask the following research question: What are the drivers of arts and culture nonprofits’ engagement in community sustainability? Drawing on data collected from a survey of 175 nonprofits in the state of Michigan, this article reports the findings about arts and culture organizations perceived engagement in community sustainability and factors that may foster or inhibit such engagement. The study advances our understanding of the role that nonprofit organizations play in fostering local sustainable development, and it also informs broader scholarly discourse on the role of arts and culture organizations in a society.

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Kim, Mirae. "Characteristics of Civically Engaged Nonprofit Arts Organizations." Nonprofit and Voluntary Sector Quarterly 46, no. 1 (July 9, 2016): 175–98. http://dx.doi.org/10.1177/0899764016646473.

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Nonprofits face increasing pressure to compete in the market, while they must maintain their civic commitment. Focusing on the arts and cultural sector, this study conducts the first large-scale, comprehensive empirical measurement of nonprofits’ engagement in various roles. The article uses a previously validated 18-item role index to categorize nonprofits as primarily engaged in either civic or market functions, so that a subsequent regression analysis can identify the common characteristics of civically active nonprofit arts service organizations. The data come from (a) qualitative interviews with leaders of arts nonprofits, (b) a random national sample of more than 900 arts nonprofits, and (c) Internal Revenue Service (IRS) tax returns of the sample nonprofits. The findings suggest that civically active arts nonprofits have diverse networks, recognize civic engagement as the industry norm, and are consciously aware of their nonprofit status. The results suggest how nonprofits can balance their equally important market- and civic-oriented functions.

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Cunha, Miguel Pina e., Arménio Rego, and Iain Munro. "Dogs in organizations." Human Relations 72, no. 4 (July 18, 2018): 778–800. http://dx.doi.org/10.1177/0018726718780210.

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What roles do dogs play in organizational life and formal organizations? Dogs are mostly ignored by organization theory despite the existence of a rich literature on human–animal studies that helps theoretical extension in the direction of organization studies. We discuss why and to what extent dogs are important actors in the lives of organizations and discuss reasons that explain such relevance in functional and symbolic terms. Overall, we suggest that dogs can constitute another indicator of organizational diversity and explain why their presence in organizations is more than just a fad.

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Manfredi Latilla, Vito, Federico Frattini, Antonio Messeni Petruzzelli, and Martina Berner. "Knowledge management, knowledge transfer and organizational performance in the arts and crafts industry: a literature review." Journal of Knowledge Management 22, no. 6 (August 13, 2018): 1310–31. http://dx.doi.org/10.1108/jkm-08-2017-0367.

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Purpose This paper aims to provide a comprehensive academic literature review on the relationship between knowledge management, knowledge transfer and organizational performance in a specific subset of the creative industry, i.e. arts and crafts organizations. Furthermore, this paper analyzes how knowledge management and transfer within arts and crafts organizations help increase performance and enhance the value of the activity of the so-called “knowledge workers” (i.e. craftsmen), who are the real knowledge owners in the process of value creation. Design/methodology/approach The literature review follows the model suggested by Vom Brocke et al. (2009). The review follows a five-phase approach so as to be systematic, transparent and replicable. Academic contributions published over two periods are taken into consideration. The first period covers the years 1990-2000, when the concepts of creative industry and knowledge-based economy were developed. The second period covers the years 2000-2016, when scholars started to investigate how to effectively transfer knowledge (very often in the form of “tacit knowledge”) retained by master craftsmen in arts and crafts organizations and the critical role played by craftsmen in the performance of such organizations. Findings Three main issues have emerged: how arts and crafts organizations manage and transfer knowledge internally; the effects of these activities on organizational performance; and the prominent role of craftsmen. The literature review shows how in arts and crafts organizations there is a considerable link between the concepts of “performance" and "tacit knowledge", even though addressing such link is somehow hard to realize, for several reasons discussed in the paper. The measurement of performance in arts and crafts organizations has become an area of academic investigation only when both the role of knowledge management and transfer and the role of knowledge workers (i.e., craftsmen) have become evident for obtaining a competitive advantage. Research limitations/implications This paper has been an attempt to organize existing studies on knowledge management and transfer and to investigate the relationship existing between knowledge and performance in arts and crafts organizations. Nevertheless, the relationship between knowledge and performance is yet to be explored, as well as the development of techniques for measuring arts and crafts organizations’ performance effectively. The present contribution calls for a systematic reflection on how the transfer of traditional craftsmen’s skills impacts organizational performances in the long run. The definition and implementation of new performance evaluations criteria tailored to enhance the tacit knowledge of craftsmen as a real source of differentiation and competitive advantage for the arts and crafts organizations is somehow still missing. Practical implications By pursuing its objectives, the present contribution aims to represent a step toward enabling arts and crafts organizations to play a vital role in the modern society in a more structured way. This would help to build awareness of the potential of arts and crafts organizations for promoting economic growth, proposing a value proposition different from the one dictated by the globalization and by the triumph of product standardization and mass production. Originality/value Analyzing the knowledge management and transfer within arts and crafts organizations with a historical perspective, it appears that the recognition in academic literature of the centrality of knowledge management and transfer within arts and crafts organizations is only recent (i.e. from 2011 onward). Indeed, for approximately 20 years (i.e. 1990-2010), knowledge has been constantly related to technological paradigms and standardized results, with very little research and debate on craftsmanship and the role of craftsmen. Nevertheless, the research shows that over the years, the focus on knowledge in arts and crafts organizations and knowledge transfer has become progressively more detailed and precise: some authors have studied the role of craftsmen in the knowledge economy according to a historical perspective, while some others have analyzed different types of knowledge more thoroughly. For example, Sveiby (1997, 1996), analyzing the concept of "knowing talent" and "tradition", outlines a more prominent role of craftsmen in the knowledge economy and explain how, in sectors with a strong traditional background, the transfer of tacit knowledge is a meaningful challenge for many organizations.

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Hoskins, Jake David, and Benton A. Brown. "On the contrasting strategic impact of online customer reviews for niche and mainstream organizations." Journal of Research in Interactive Marketing 12, no. 3 (August 13, 2018): 347–69. http://dx.doi.org/10.1108/jrim-01-2018-0015.

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Purpose A significant body of extant empirical evidence has shown that online customer reviews (OCRs) are important in driving organizational performance outcomes. However, it is posited in this manuscript that the relationship between OCRs and organizational performance is unlikely to be the same in all cases. This paper aims to study if niche organizations experience different performance impacts from OCR activity than mainstream organizations do. Design/methodology/approach To test the hypothesized predictions, an empirical analysis is conducted in the context of higher education in the USA, where liberal arts colleges are classified as niche organizations and research universities are classified as mainstream organizations. The regression methods are used to analyze archival data on these organizations of interest. Findings The first major finding is that niche organization status positively influences the relationship between OCR valence and organizational performance outcomes. Second, a large volume of OCRs is found to have a negative impact on performance outcomes for niche organizations. Originality/value The research uncovers important differences in the relationship between OCRs and organizational performance for niche and mainstream organizations. These findings add to the extant body of literature on this area of inquiry by providing further nuance to the existing arguments and empirical evidence.

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KAPLE, DEBORAH A. "Current Data Resources on Nonprofit Arts Organizations." American Behavioral Scientist 45, no. 10 (June 2002): 1592–612. http://dx.doi.org/10.1177/0002764202045010007.

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This article presents and examines the data sources that are currently available for conducting research on nonprofit arts organizations in the United States. It gives a detailed look at how the field has developed and why particular data problems exist. It examines the data necessary to understand sufficiently the largely uncharted territory of nonprofit arts organizations and it gives an overview of the key data sources that do exist. It summarizes recent efforts of scholars and researchers to assemble better databases on arts organizations and, finally, it makes recommendations for further research to be pursued.

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Alexander, Victoria D. "Heteronomy in the arts field: state funding and British arts organizations." British Journal of Sociology 69, no. 1 (July 25, 2017): 23–43. http://dx.doi.org/10.1111/1468-4446.12283.

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Grasse, Nathan J., Kayla M. Whaley, and Douglas M. Ihrke. "Modern Portfolio Theory and Nonprofit Arts Organizations." Nonprofit and Voluntary Sector Quarterly 45, no. 4 (July 9, 2016): 825–43. http://dx.doi.org/10.1177/0899764015603204.

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Cannon, Sheila M., and Karin Kreutzer. "Mission accomplished? Organizational identity work in response to mission success." Human Relations 71, no. 9 (February 13, 2018): 1234–63. http://dx.doi.org/10.1177/0018726717741677.

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How do nonprofit organizations reinvent their identities after they have accomplished all or part of their missions? This comparative case study of two Irish peacebuilding organizations explores what happens when their raison d’etre is fundamentally challenged. A successful peace process in Northern Ireland resulted in reduced support for peacebuilding organizations and a perception of mission accomplished. Conventional literature on nonprofit organizations portrays mission success as positive. We show that mission success paradoxically threatens the very existence of the organization as it may lead to member and donor dissociation. We find that mission success leads to identity ambiguity, which catalyses organizational identity work including different rhetorical strategies of self–other talk. We develop a process model illustrating competitive versus integrative approaches to organizational identity work to understand nonprofits adapting to mission success. We draw out lessons for practitioners. Focusing on a renewed mission that is consistent with the organization’s history is more important than finding a quick financial fix. Social purpose organizations can efficiently and effectively be redeployed to address new challenges, rather than recreating new organizations each time.

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Knecht, Brigit M. "Government Imposition of Sustainable Business Practices in the Arts: A Saving Grace?" Stream: Interdisciplinary Journal of Communication 3, no. 1 (June 10, 2009): 20–32. http://dx.doi.org/10.21810/strm.v3i1.25.

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The paper examines how the Alberta Foundation for the Arts has prioritized economic measures of sustainability and best business practices by including economic language and demands into arts funding applications. Analyzing ten years of granting documents from the Alberta Foundation for the Arts the research explores how the gradual inclusion of business language increases the demand on arts organizations to operate as sustainable organizations. The paper also considers how the very imposition of economic priorities onto non-profit arts organizations may, ironically, be the saving grace for such organizations in the face of global economic crisis. Forced to operate under the rigid fiscal demands of granting programs, arts organizations in Alberta are accustomed to efficient operation with limited resources. Therefore they may actually be poised to weather the economic storm better than other arts organizations in Canada.

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Poprawski, Marcin. "Cultural education organizations and flexible individualization of taste." Journal of Organizational Change Management 28, no. 2 (April 13, 2015): 165–76. http://dx.doi.org/10.1108/jocm-01-2015-0018.

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Purpose – The purpose of this paper is to identify and discuss structure, essence, and quality of a current organizational frameworks for the arts and culture, institutions, NGO’s and enterprises that are core playgrounds for flexible individualization of taste, cultural literacy, individuals’ expressions and their cultural identity. Design/methodology/approach – Paper design initiates with an analysis of the organizational landscape of cultural sector, including special focus on cultural education. This subject will be studied with a use of a case of cultural education organization leaders. The paper epilogue brings to the discussion inspirations from aesthetics and marketing studies. Findings – In cultural education organizations, there is: an urgency: for more hybrid and flexible organizational forms; cross-sectorial synergy; for more focused leaders competencies fitting into expected categories of: managerial, communicative, sensemaking, and entrepreneurial. Research limitations/implications – The paper is a stimulus for further research within cooperating disciplines of organization studies, cultural policy studies, marketing, and aesthetics. Practical implications – The text has practical implication for public administration, cultural policy makers and is an insight for cultural organizations leaders from public, private, and civil parts of cultural sector. Originality/value – The topic of flexible individuation of taste in relations to cultural education institution practices, is reflected in a complementary approach, from triadic perspective of cultural policy, marketing and aesthetics, bringing new insights for organization change research and practice.

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Sherer, Peter D., Roy Suddaby, and Mary Rozsa de Coquet. "Does Resource Diversity Confer Organizational Autonomy In Arts Organizations? Extending Resource Dependence Theory." Journal of Arts Management, Law, and Society 49, no. 4 (February 11, 2019): 224–41. http://dx.doi.org/10.1080/10632921.2018.1559265.

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Walsh, Ian J., Federica Pazzaglia, and Erim Ergene. "Loyal after the end: Understanding organizational identification in the wake of failure." Human Relations 72, no. 2 (April 24, 2018): 163–87. http://dx.doi.org/10.1177/0018726718767740.

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Prestige has traditionally been viewed as a primary explanation for individuals’ identification with organizations. Yet there are clues in the literature that some individuals identify with organizations that have lost their prestige owing to failure. We use data from a survey of former employees of a defunct technology firm to test a proposed model of identification with failed organizations. We find that the extent to which the perceived identity of a failed organization fulfills former members’ self-enhancement and belongingness motives has a positive relationship with their identification with it. Identification, in turn, inclines former members to socially interact with each other and participate in alumni associations. Further qualitative analysis reveals the organizational identity work practices by which former members recast a failed organization’s identity in positive terms. These findings suggest the merit of relaxing assumptions about prestige as a necessary precursor to organizational identification, and augment scholarly understanding of the cognitive and relational mechanisms that facilitate individuals’ identification with organizations in the wake of events that injure their reputations.

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Pavlovaitė, Ugnė, and Ingrida Griesienė. "Audience Development of an Art Organization in Terms of Relationship Marketing." Informacijos mokslai 86 (December 30, 2019): 98–115. http://dx.doi.org/10.15388/im.2019.86.28.

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The article conceptualizes the audience of art organization, introduces the main art organization audience’s groups and analyzes the concept of relationship marketing in the context of art organizations. Relationship marketing tools are identified as an important instrumentality in order to develop and maintain networks between interested parties (various audience groups). The art industry is perceived as a medium for the implementation of relationship marketing. The theoretical platform model that is developed by art industry organizations is revealed as a universal and widely applicable tool among the biennials of contemporary art. The analysis of academic discourse presents the key groups of relationship marketing as well as dimensions which allows to evaluate the success of maintained networks. Following the features of public sector institutions a noticeable aspect in building relationships is the pursuit of economical benefit. Despite the economical benefits, interested audience groups of art organization are seeking of social benefits. At this point, the main relationship marketing dimensions – trust, commitment, satisfaction – are considered as a valuable measurement of the created platform network that reveals quality. It is concluded that arts organizations use appropriate relationship marketing tools to identify, establish, and maintain long-term relationships with their audience, for which the arts organizations provide additional organizational resources related to communication. The article presents an empirical study of the marketing relations of the biennial from research conducted in 2019 about the development of the biennial of contemporary art as an art platform where relationship marketing, as well as the main art organization audience groups, were presented. Case studies of the biennials of the contemporary art biennales Kaunas Biennial and EVA International were carried out. A qualitative study was chosen in order to empirically test the functioning of the theoretical model of the biennial as an art platform in terms of relationship marketing. Research data were collected using a qualitative (structured-standardized interview) research method. Following the analysis of the scientific literature and the empirical research data, guidelines for the development of an art organizations in terms of audience development were created.

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Srakar, Andrej. "Internal and External Factors in the Development of a Network Organization in the Arts: Case Study of Društvo Asociacija." Croatian International Relations Review 24, no. 82 (June 1, 2018): 90–116. http://dx.doi.org/10.2478/cirr-2018-0011.

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Abstract Network organizations in the arts have recently received substantial discussion in cultural policy research. Yet, very seldom have they been empirically modeled. We analyze development of Društvo Asociacija, the umbrella network of nongovernmental organizations and freelancers in culture and the arts in Slovenia between 2004–2017. Using mediation analysis, we observe two breakpoint periods in the development of the network and explore if they were the effects of internal, organizationally related factors or the mere response to external, macroeconomic changes. Our findings demonstrate the importance of internal decisions of the organization which have a self-standing, but not a mediating effect to the consequences of external factors like financial crises. This has an important consequence for European cultural policies as it shows to which extent network organizations in the arts should be supported directly and to which manner their condition is just a consequence of the changes in their external environment.

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Sadeghi K., Soheil, and Sara Hajmohammad. "Innovation in Performing Arts Organizations: An Empirical Study." Academy of Management Proceedings 2020, no. 1 (August 2020): 14505. http://dx.doi.org/10.5465/ambpp.2020.14505abstract.

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Rushton, Michael. "Hybrid Organizations in the Arts: A Cautionary View." Journal of Arts Management, Law, and Society 44, no. 3 (July 3, 2014): 145–52. http://dx.doi.org/10.1080/10632921.2014.936075.

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Schatteman, Alicia M., and Ben Bingle. "Government Funding of Arts Organizations: Impact and Implications." Journal of Arts Management, Law, and Society 47, no. 1 (January 2017): 34–46. http://dx.doi.org/10.1080/10632921.2016.1255287.

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Cowan, C. Lynn. "Second Homes: Multiple Bases for Performing Arts Organizations." Journal of Arts Management and Law 17, no. 1 (March 1987): 23–35. http://dx.doi.org/10.1080/07335113.1987.9943092.

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Martenson, Edward A. "The Effect of NEA Restructuring on Arts Organizations." Journal of Arts Management and Law 21, no. 3 (September 1991): 227–31. http://dx.doi.org/10.1080/07335113.1991.9943138.

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Preece, Stephen B. "Acquiring Start-Up Funding for New Arts Organizations." Nonprofit Management and Leadership 25, no. 4 (June 2015): 463–74. http://dx.doi.org/10.1002/nml.21131.

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Kushner, Roland J., and Peter P. Poole. "Exploring structure-effectiveness relationships in nonprofit arts organizations." Nonprofit Management and Leadership 7, no. 2 (1996): 119–36. http://dx.doi.org/10.1002/nml.4130070203.

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MacNeill, Kate, Ann Tonks, and Sarah Reynolds. "Authenticity and the Other: Coleadership in Arts Organizations." Journal of Leadership Studies 6, no. 3 (September 2012): 6–16. http://dx.doi.org/10.1002/jls.21252.

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de Groot, Steven. "Collaboration of creative professionals with companies (CoCreaCo): antecedent conditions for collaboration in crossovers." Journal of Work-Applied Management 12, no. 2 (June 29, 2020): 159–74. http://dx.doi.org/10.1108/jwam-02-2020-0006.

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PurposeCollaboration between creative professionals (artists and designers) and companies has become more prominent. In so-called “crossovers,” indicated with the acronym CoCreaCO (collaboration of creative professionals with companies) when they concern specific crossover of creative professionals with companies, societal and organizational challenges such as becoming more innovative are addressed through multidisciplinary collaboration that increasingly embraces and exploits the distinctive way of thinking and working of artists and designers. Over the past years, several scholars focused their research on the effect of artistic interventions or arts-based initiatives (ABIs) and design thinking in organizations. Hardly any research has been done on the conditions (organizational and individual factors) that are conducive to ABIs in organizations, such as trust and common ground. The central question for this study is which conditions foster successful collaboration between creative professionals and organizations in crossovers. For this study, the conditions for collaboration between creative professionals and four Dutch organizations were studied by interviewing ten creative professionals, project managers and employees who worked together, following which a survey of 60 questions was filled in by 41 Dutch respondents. This study shows that despite the differences between the disciplines of creative professionals and employees for this type of crossover, both disciplines requested quite similar conditions for collaboration. Both creative professionals and employees should realize and encourage trust and common ground by focusing on an open process and outcome, a shared creative process started with a shared problem. Experience with this type of collaboration, art disciplines, the role and qualities of the artist (individual factors) as well as the organization's sector seem to influence neither expectations of collaboration nor the intention to engage in this type of cooperation in the future.Design/methodology/approachBoth ten employees (project managers) and creative professional(s) with whom the organization cooperated were interviewed (four case studies, semistructured interviews). Thereafter, 41 respondents have been filled in a survey.FindingsSuccessful cooperation can be explained by six concepts of determinants, which are briefing, qualities of creative professionals, organizational qualities, organization factors and common ground. More particular, creative professionals' independency and their ability to render observations and to reflect of these and organization's role by informing employees and organizing a clear work process need to be addressed before or during collaboration.Originality/valuepast years, many scholars focused their research on the effects of artistic interventions or ABIs and design thinking in organizations. There is hardly any research on the conditions that are conductive to artistic interventions in organizations such as trust and common ground.

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Hughey, Joseph, N. Andrew Peterson, John B. Lowe, and Florin Oprescu. "Empowerment and Sense of Community: Clarifying Their Relationship in Community Organizations." Health Education & Behavior 35, no. 5 (August 2, 2006): 651–63. http://dx.doi.org/10.1177/1090198106294896.

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The research reported here tested the factor structure of a measure for sense of community in community organizations, and it evaluated sense of community's potential as an empowering organizational characteristic within an organizational empowerment framework. Randomly selected community organization participants ( N = 561) were surveyed as part of a study of a substance abuse prevention initiative located in the northeastern United States. Confirmatory factor analysis verified the putative structure of the sense of community measure tailored to community organizations. Hierarchical regression analyses indicated that community organization sense of community significantly predicted intrapersonal empowerment after controlling for demographics, participation, alienation, and other empowering organizational characteristic. Findings imply that organizational sense of community should be considered as an empowering organizational characteristic in community-based health education.

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Balfour, Danny L., and Ramya Ramanath. "Forging Theatre and Community: Challenges and Strategies for Serving Two Missions." Public Voices 12, no. 1 (November 23, 2016): 46. http://dx.doi.org/10.22140/pv.70.

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At the age of personal computers, the Internet, cell phones, video games, and I-pods, how can individuals be enticed to emerge from their electronic silos and actually engage others in meaningful discourse as members of a community with common interests and problems? One organizational response to this challenge is the activities of community-based organizations. Such organizations are widely recognized for their ability to promote and facilitate creative face-to-face human interactions that serve as a counterweight to the forces of individuation and declining trust in public institutions, while playing a niche role in the process of building and sustaining community solidarity.Through an in-depth examination of one organization that strives to build community through face-to-face interaction—Live Arts community theatre in Charlottesville, Virginia—the authors discuss what they believe to be critical concerns of the nonprofit sector at large. In particular, they examine how Live Arts seeks to preserve and balance its mission of achieving artistic excellence that challenges and engages the community, the need for financial sustainability, and more efficient production and management systems.

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Fuller, Ryan P., and Antonio La Sala. "Crisis Communication Preparedness Practices Among U.S. Charitable Organizations: Results From a National Survey." SAGE Open 11, no. 2 (April 2021): 215824402110145. http://dx.doi.org/10.1177/21582440211014516.

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Organizations should prepare for crises, through identifying crisis concerns, having written crisis communication plans, and designating teams for crisis planning and response, for example. Nonprofit organizations, which represent an important sector of U.S. society, are no different in needing to prepare, but to date, a review of their crisis communication preparedness is lacking. Therefore, a national online survey of 2,005 U.S. charitable organizations was administered to determine nonprofit organizations’ adoption of an anticipatory perspective of crisis management. The anticipatory perspective shifts the organization’s focus from reaction to crises to anticipation of them. According to the survey, 75% of organizations reported at least one organizational crisis in the 24 months prior to taking the survey (circa 2017–2019). Loss of a major stakeholder was the most common organizational crisis that had occurred and the greatest future concern. Most nonprofits (97.5%) reported implementing some crisis communication preparedness tactics. Importantly, charitable organizations can enact communication preparedness tactics without significantly detracting from program delivery. Moreover, given the general concerns within the sector, nonprofit organizations should prepare specifically for loss of a major stakeholder and technologically created crises such as data breaches and negative word of mouth on social media.

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Bartleet, Brydie-Leigh, and Gillian Howell. "A typology of social change agendas in Australian arts organizations and NGOs." Journal of Arts & Communities 12, no. 1 (June 1, 2021): 23–40. http://dx.doi.org/10.1386/jaac_00021_1.

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An increasing number of creative artists, arts organizations and non-governmental organizations (NGOs) are working on socially-engaged initiatives that aim to bring about positive change in communities. Examples of outstanding arts practices can be found throughout the world; however, there are major gaps in our understanding about how this work operates. Drawing on insights from 100 Australian arts organizations and NGOs working in this field, this article aims to address some of these gaps. It outlines a typology of change agendas in these organizations, in order to advance a deeper understanding of this field and inform future research, practice and policy.

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Lee Acham Chen, Erita. "Arts Education." Journal of Intelligence, Conflict, and Warfare 4, no. 1 (May 31, 2021): 179–82. http://dx.doi.org/10.21810/jicw.v4i1.2910.

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On April 23, 2021, Erita Lee Acham Chen presented Arts Education: An Unexpected Tool in the Quest for a Safer World at the 2021 CASIS Generation Z Congress. The presentation was followed by a moderated question and answer period. Key points of discussion included the current situation for township youths in South Africa, how performing arts non-governmental organizations (NGO) have provided vulnerable youths with a safe place, and how the skills learned in these programs have had a positive impact on their lives.

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Journal articles on the topic 'Arts organizations'

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