Relevant bibliographies by topics / Performing arts management

Academic literature on the topic 'Performing arts management'

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Published: 4 June 2021
Last updated: 6 February 2022

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Journal articles on the topic "Performing arts management"

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Shaomian, Armen. "Performing Arts Center Management." Journal of Arts Management, Law, and Society 48, no. 3 (November 10, 2017): 221–22. http://dx.doi.org/10.1080/10632921.2017.1391728.

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Chamberlain, Oliver. "Pricing Management for the Performing Arts." Journal of Arts Management and Law 16, no. 3 (September 1986): 49–59. http://dx.doi.org/10.1080/07335113.1986.9942175.

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Brown, Ralph. "Performing Arts Creative Enterprise." International Journal of Entrepreneurship and Innovation 6, no. 3 (August 2005): 159–67. http://dx.doi.org/10.5367/0000000054662836.

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The UK government has recently established the National Council for Graduate Entrepreneurship (NCGE) to promote entrepreneurship in higher education, across all subject disciplines. This article considers the UK government's policy initiative from the perspective of a new project supporting tutors in the performing arts sector, who are working to ‘bridge the gap’ between arts education and professional artistic practice. The article explores, in particular, fundamental issues such as: what is distinctive about cultural entrepreneurship and how can it be taught? It also discusses the role of higher education institutions in developing relationships with the creative industries sector and in developing training and support systems for aspiring professional artists.
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More, Elizabeth, Shane Carroll, and Kay Foss. "Knowledge management and the performing arts industry." Asia-Pacific Journal of Business Administration 1, no. 1 (April 17, 2009): 40–53. http://dx.doi.org/10.1108/17574320910942169.

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Winspur, Ian. "Performing Arts Medicine in Britain." Medical Problems of Performing Artists 17, no. 4 (December 1, 2002): 183–85. http://dx.doi.org/10.21091/mppa.2002.4029.

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Britain provides universal health coverage free at the point of delivery for its citizens (and most visitors) provided by the National Health Service (NHS). The NHS was established in 1947 in the flush of post-World War II idealism and was planned and structured along contemporary socialist economic and management principles--a large centrally funded and run government monopoly. It is huge, for it employs currently 1.5 million people and it remains one of the last and certainly the largest bastion of such economic thinking and planning in Britain and in Europe. In its 50 years of existence, it has at times provided excellent care for the British nation. But at this point in time, top-heavy with management and administration, chronically underfunded and understaffed, unresponsive to the rapidly changing needs of society and of developing medical technology, it is on the verge of crumbling. Inherent in such a system is the lack of recognition of individuality or of an individual patient’s special needs, and no group of patients feels this more acutely than performers.
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Labaronne, Leticia, and Tilman Slembeck. "Dynamic pricing in subsidized performing arts." International Journal of Nonprofit and Voluntary Sector Marketing 20, no. 2 (May 2015): 122–36. http://dx.doi.org/10.1002/nvsm.1528.

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Fang, Tony. "Impression of China National Centre for Performing Arts." Management and Organization Review 9, no. 2 (July 2013): 264. http://dx.doi.org/10.1111/more.12019.

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ICHIM, Traian. "Innovative marketing in the performing arts." BULLETIN OF THE TRANSYLVANIA UNIVERSITY OF BRASOV SERIES VIII - PERFORMING ARTS 13 (62), SI (January 20, 2021): 123–30. http://dx.doi.org/10.31926/but.pa.2020.13.62.3.13.

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Marketing in the cultural sphere has its own characteristics due to certain market requirements in this field of activity. It is distinguished by a special approach to traditional categories of marketing activities, thus defining the content of its functions. The key point of the management process in the cultural field is the study and evaluation of the marketing environment of a cultural institution. The marketing environment consists of macro and micro factors, which influence the activities of the institution. Research in the field of cultural marketing will be the concrete and realistic basis of future cultural projects. At the same time, the results of research will account for several political decision-makers. The use by cultural institutions of the whole complex of marketing technologies will not only improve the quality of services provided by a given institution in a certain market segment, but will also give the opportunity to move to a new stage of evolution of the whole market of sociocultural services, which corresponds to the requirements (needs) of consumers to a greater extent.
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Rumens, Nick, and John Broomfield. "Gay men in the performing arts: Performing sexualities within ‘gay-friendly’ work contexts." Organization 21, no. 3 (April 28, 2014): 365–82. http://dx.doi.org/10.1177/1350508413519766.

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Building on emerging research on ‘gay-friendly’ organizations, this article examines if and how work contexts understood and experienced as ‘gay-friendly’ can be characterized as exhibiting a serious breakdown in heteronormativity. Taking the performing arts as a research setting, one that is often stereotyped as ‘gay-friendly’, and drawing on in-depth interview data with 20 gay male performers in the UK, this article examines how everyday activities and encounters involving drama school educators, casters and peers are shaped by heteronormative standards of gay male sexuality. Adopting a queer theory perspective and connecting with an emergent queer theory literature in organization studies, one concern articulated in this article is that heteronormative constructions of gay male sexualities constrain participants’ access to work; suggesting limits to the abilities and roles gay men possess and are able to play. Another concern is that when gay male sexualities become normalized in performing work contexts, they reinforce organizational heteronormativity and the heterosexual/homosexual binary upon which it relies. This study contributes towards theorizing the heteronormative dynamics of ‘gay-friendly’ places of work, arguing that gay male sexualities are performatively instituted according to localized heteronormativities which reinforce contextually contingent, restrictive heteronormative standards of gay male sexuality which performers are encouraged to embody and perform both professionally and personally.
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Okado, Kaori. "An Example of Art Management in Java: Art Management and Community Management Using Local Folk Art." International Journal of Creative and Arts Studies 2, no. 1 (February 12, 2017): 77. http://dx.doi.org/10.24821/ijcas.v2i1.1440.

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In the present study, I examine the activities of a community network called Tlatah bocah at Mount Merapi and discuss their methods of art management and the benefit of them to the communities involved. They have been conducting festivals of folk performing arts for children and scholarship programs while very much respecting participants’ autonomy. Many benefits were gained by the communities involved. This kind of structure can be called “community management”. I demonstrate that this new system can add a new role and new value to traditional performing arts, empowering local communities.
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Dissertations / Theses on the topic "Performing arts management"

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Schindeler, Marda, and University of Lethbridge Faculty of Arts and Science. "Alberta performing arts policy." Thesis, Lethbridge, Alta. : University of Lethbridge, Faculty of Arts and Science, 1998, 1998. http://hdl.handle.net/10133/77.

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Alberta's first arts legislation, the Cultural Development Act, was passed in 1946. It was followed by numerous policy initiatives to support the arts, including creation of facilities for training of artists, development of agencies and agreements to deal with arts funding, enactment of regulations to guide arts institutions, and creation of various Departmental structures depending on organizational location of this policy sector. The thesis examines the historical evolution of performing arts policy in Alberta from 1905 to 1997 to identify government activities, shifts in policy-making, and methods of implementation. The study utilizes Paul Sabatier's advocacy coalition approach, which treats public policy as determined by the dynamics of the advocacy coalition within a policy sector and the manner in which external factors and system parameters steer policy development. This study concludes that Alberta performing arts policy has largely developed within the context of meta public policies emphasizing economic development and provincial statebuilding.
iii, 97 leaves : ill. ; 28 cm.
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You, Jihee. "The vision of new management in the performing arts /." Philadelphia, Pa. : Drexel University, 2002. http://dspace.library.drexel.edu/handle/1860/403.

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Swan, Caitlin. "Arts participation and career preparedness| A pragmatic approach to assessing arts benefits." Thesis, California State University, Long Beach, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10261142.

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As the political and economic landscape of the United States shifts in coming years, American society’s perception of the arts will likely change as well. Arts advocates must be ready to adapt their arguments for arts’ value to changing societal priorities. This paper summarizes the two leading frameworks for current arts advocacy arguments: extrinsic benefits and intrinsic benefits. The paper then introduces practical benefits, a pragmatic third framework for arts advocacy that focuses on skills gained through the creation of collaborative art that prepare participants for careers in the creative class, as defined by Richard Florida. The paper uses student-run theatre organizations on college campuses as incubators and case studies for these benefits, using original ethnographic research and surveys to develop assessment protocols for these benefits, with the intention of growing their applicability to larger and more varied arts organizations.

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Le, Thi Kieu Huong. "Performing Arts Management in a Climate of Adjustment: Case Studies from Vietnam and Australia." School of Policy and Practice, Faculty of Education and Social Work, University of Sydney, 2005. http://hdl.handle.net/2123/1115.

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Doctor of Philosophy(PhD)
This thesis investigates performing arts administration and management in the current economic and social environment in Vietnam and Australia within a context of globalisation. A comparative study of two major arts organisations in both Vietnam and Australia was carried out to investigate the following: why and how performing arts organisations are adapting to the changing environment; how arts leaders are adapting to changes; and whether arts managers need specific arts management training. The suitability of pertinent training packages and tertiary arts management courses from an Australian perspective are examined to determine whether these could be adapted for arts administration training in Vietnam. A qualitative case study approach was employed, using judgemental sampling. Two case studies were in Vietnam (the Vietnam National Symphony Orchestra and the Hanoi Youth Theatre), and two in Australia (the Sydney Symphony Orchestra and the Melbourne Theatre Company). Some arts administrators involved with managing these performing arts organisations were interviewed in-depth, and relevant documents, regulations and policies in the arts field were also analysed to lay a foundation for comprehending the operation and management of performing arts organisations in both countries, at a time of change. Findings indicate that globalisation and particularly economic changes are major pressures that are pushing arts organisations to adapt. Furthermore, in the context of the knowledge economy, credentials have become increasingly important for arts leaders to obtain their positions, while in order to be successful in their positions, practical experience, innovation and an entrepreneurial mindset proved to be even more essential. It is suggested that some pertinent arts management training courses in Australia could, if adapted, contribute to enhancing arts management and the entertainment industry in Vietnam, as well as providing mutual benefit to both Vietnam and Australia.
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Frew, Robert Ian. "New approaches to understanding management and leadership in the performing arts." Thesis, City University London, 2005. http://openaccess.city.ac.uk/8495/.

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In recent years, debates about leadership and management in the UK arts and cultural sector have often focussed on a cultural crisis and by implication a crisis in leadership. Many of the performing arts companies described in this thesis produce world-class creative works, high-quality performances, and are well managed and led. Against this backdrop it was considered that a new approach to understanding management and leadership in the performing arts was required. Historically, management theorists have focussed upon organisational dynamics, organisational framework, management control and work processes with an emphasis on using quantitative analytical techniques. However, modem management theorists emphasise organisational. effectiveness with a focus on key strategic issues and leadership. Interviewing executive leaders on key strategic issues not organisational and process issues, by naturalistic inquiry, forms the basis of a methodology that can provide a new understanding of management and leadership issues. A multi-dimensional qualitative research methodology was developed that used thematic analysis, descriptive research and case study methods. A grounded theory approach also allowed syntheses to be made between key research issues and thematic elements as an aid to theory development. Research themes included leadership skills, artistic risk in a culturally diverse society, government funding of UK world-class companies, and a preferred executive leadership model emerged. New areas of research were identified that could extend the methodology into: middle-ranking arts companies, the museums and galleries sectors, other cultural sectors, and corporate governance issues. In conclusion, no evidence was found of a leadership crisis in the performing arts, though issues and concerns were raised about the role of the chairman of the board of trustees. In the long-term, however, there is the possibility that companies may face leadership succession problems, declining subsidy, and compliance pressures following new charities legislation. Researching key issues provides a basis for understandino the complexities of leadership in the perforining arts, funding, the wider socio-economic influences, and aid the development of training programmes that will provide future inspirational leaders with the necessary mix of skills and competencies.
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Hanson-Broten, Susan. "Making a living in the performing arts, reform in Canadian postsecondary performing arts curriculum : equipping artists with essential career management skills." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape3/PQDD_0016/MQ57659.pdf.

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Hanson-Broten, Susan (Susan Edith) Carleton University Dissertation Canadian Studies. "Making a living in the performing arts; reform in Canadian postsecondary performing arts curriculum: equipping artists with essential career management skills." Ottawa, 2000.

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Chalon, Christopher. "Conflict and citizenship behaviour in Australian performing arts organisations." University of Western Australia. Faculty of Economics and Commerce, 2009. http://theses.library.uwa.edu.au/adt-WU2009.0096.

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The managers of professional performing arts organisations are faced with a unique dilemma. They must support their artistic personnel, who are typically driven by the quest for new, challenging and experimental works, while achieving the economic success necessary for the continued viability of their organisations. Failing to effectively manage this artistic-economic dichotomy can result in a conflict between artists and managers that threatens the long-term survival of these organisations. There is a clear need, therefore, for arts managers to foster an organisational climate that minimises conflict, while promoting organisational citizenship behaviours (OCBs) such as sportsmanship (a willingness to tolerate less than ideal circumstances without complaining) and courtesy (a willingness to show sensitivity towards others and actively avoid creating problems for co-workers). The main aim of the present study was to examine the extent to which factors such as organisational structure, organisational culture and employees’ motivational orientation influence people’s perceptions of their job scope (as indicated by high levels of task variety, task identity, task significance, autonomy and feedback from the job), a construct which has been found to reduce organisational conflict and increase employees’ propensity to display OCBs. While these relationships have been suggested in previous research, they have not been tested in a performing arts industry context. The data analysed in the present study suggested an enjoyment motivational orientation, a challenge motivational orientation, an organic culture and formalisation positively influenced perceptions of job scope, which, in turn, positively influenced both OCBs (sportsmanship and courtesy). A challenge orientation also had a positive impact on sportsmanship, while sportsmanship positively and directly influenced courtesy. Centralisation was negatively related to perceived job scope and sportsmanship, although it had a positive impact on courtesy. Conflict was negatively influenced by formalisation and by an organic culture, but was positively influenced by a hierarchal culture.
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Clemons, Kawachi Ahmon. "A case study of the performing arts production program as a means of inclusive community building within the performing arts management domain." FIU Digital Commons, 2000. http://digitalcommons.fiu.edu/etd/2387.

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The problem examined in this study involved the lack of inclusiveness within upper level positions in the performing arts production arena. Traditionally, the production domain has centered on a Eurocentric Model where homogeneity is favored. The study was conducted with three major phases in mind. The first was to bring the reader to an awareness of what it means to build an inclusive community. The second included historical data to confirm the industry's bias practices of exclusion of minorities and women. The third and final phase shows the development and implementation of programming which lends itself to diversifying the performing arts production domain. Findings concluded an effectiveness of both the content and process of the Performing Arts Production program as a means of providing opportunities for minorities and women toward attaining a successful management careers in performing arts management. Furthermore, this study illustrated a number of programs and opportunities available for minorities and women who wish to embark upon upper level positions within performing arts production.
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An, Lin. "Chinese Model of Cultural System Reform on Mid-Sized Performing Arts Organizations." The Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=osu1392907950.

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Books on the topic "Performing arts management"

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Rena, Shagan, ed. Booking & tour management for the performing arts. New York: Allworth Press, 1996.

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Cahill, Declan V. Commercial sponsorship of the performing arts: An investigation into performing arts companies current management practices. Dublin: University College Dublin, 1990.

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Stein, Tobie S. Performing arts management: A handbook of professional practices. New York: Allworth Press, 2008.

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Management and the arts. Boston: Focal Press, 1993.

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Management and the arts. 4th ed. Boston: Focal Press, 2009.

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Management and the arts. 2nd ed. Boston: Focal Press, 1999.

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Klein, Sabrina. The art of serving on a performing arts board. Edited by Taylor Belinda 1968-. San Francisco, Calif: Theatre Bay Area, 1998.

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Klein, Sabrina. The art of serving on a performing arts board. Washington, D.C: Theatre Bay Area, 1999.

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Philippa, Killner, ed. Stage management. Ramsbury, Marlborough, Wiltshire: Crowood, 2001.

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Brittain, Jane. Arts administration: Aselect bibliography and guide for students following the B.A. Performing Arts course. 6th ed. Leicester: Leicester Polytechnic, 1988.

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Book chapters on the topic "Performing arts management"

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Bird, Howard A. "Principles of Management." In Performing Arts Medicine in Clinical Practice, 53–60. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-12427-8_5.

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Angelo, Corallo, Lazoi Mariangela, Marra Manuela, and Quarta Lorenzo. "Innovating Performing Arts Management Through a Product Lifecycle Management Approach." In Product Lifecycle Management to Support Industry 4.0, 420–31. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-01614-2_39.

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Campbell, Regina. "Development of a Multidisciplinary Approach to Wellness and Injury Management at an Intensive Youth Orchestra Summer Festival." In Perspectives in Performing Arts Medicine Practice, 385–93. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-37480-8_24.

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Huang, Xiaoyi, Yongzhong Yang, and Lin Zhong. "Performance Evaluation of China’s Performing Arts Groups from the Perspective of Totality and Subdivision." In Proceedings of the Eighth International Conference on Management Science and Engineering Management, 1075–84. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-55122-2_93.

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Besana, Angela, and Alessia Calzolari. "Economics, Strategy and Performance of Italian Performing Arts: When Advertising and Intangible Matter." In Country Experiences in Economic Development, Management and Entrepreneurship, 915–24. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-46319-3_59.

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Grierson, Matthew. "Management of the Dancer's Spine." In Performing Arts Medicine, 89–95. Elsevier, 2019. http://dx.doi.org/10.1016/b978-0-323-58182-0.00010-9.

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"Roles." In Technical Management for the Performing Arts, 25–34. Routledge, 2015. http://dx.doi.org/10.4324/9781315693248-10.

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"Authority." In Technical Management for the Performing Arts, 35–40. Routledge, 2015. http://dx.doi.org/10.4324/9781315693248-11.

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"Personnel." In Technical Management for the Performing Arts, 41–54. Routledge, 2015. http://dx.doi.org/10.4324/9781315693248-12.

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"Communication." In Technical Management for the Performing Arts, 55–76. Routledge, 2015. http://dx.doi.org/10.4324/9781315693248-13.

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Conference papers on the topic "Performing arts management"

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Li, Shu, and Hao Liu. "Analysis on Contemporary Chinese Tourism Performing Arts Market." In 2nd International Conference on Management, Economy and Law (ICMEL 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210909.035.

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Masunah, Juju, and Rita Milyartini. "Building Entrepreneurship in Performing Arts Industry through the Incubation Model." In 2016 Global Conference on Business, Management and Entrepreneurship. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/gcbme-16.2016.156.

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Mesaros, Peter. "EMPIRICAL ANALYSIS OF APPROACHES TO COST MANAGEMENT OF ARCHITECTURAL AND CONSTRUCTION PROJECTS IN SLOVAKIA." In SGEM 2014 Scientific SubConference on ARTS, PERFORMING ARTS, ARCHITECTURE AND DESIGN. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b41/s15.081.

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Nurharini, Atip, Ms Yuyarti, Eko Purwanti, and Mr Fakhruddin. "Learning Model of Performing Arts of Dance Based on Conservation." In 2018 3rd International Conference on Education, Sports, Arts and Management Engineering (ICESAME 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/amca-18.2018.87.

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Liu, Chunxiao. "Study on Government Management Transformation of Performing Arts Industry Management Strategy Under the New Situation." In 2016 International Conference on Economy, Management and Education Technology. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemet-16.2016.353.

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Zhou, Xiao-yang, and Yu-yun Wang. "Analysis and countermeasures of salary incentive's status quo in XXX performing arts group." In 2013 International Conference on Advances in Social Science, Humanities, and Management. Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/asshm-13.2013.62.

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"Challenges and Opportunities Faced by the Global Performing Arts Industry under the Covid 19 Crisis." In 2021 International Conference on Management, Education and Information. Scholar Publishing Group, 2021. http://dx.doi.org/10.38007/proceedings.0002000.

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Wen, Zhou, Huang Xuebin, and Zhang Kun. "The Research and Development of Sanya Big Tourism Performing Arts Culture Brand Based on the Romantic Show of Sanya." In 7th International Conference on Education, Management, Information and Computer Science (ICEMC 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icemc-17.2017.137.

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Hapsari, Ira. "Moderating Role of Size in the Effect of Loan to Deposit Ratio and Non Performing Loan toward Banking Financial Performance." In 2018 3rd International Conference on Education, Sports, Arts and Management Engineering (ICESAME 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/amca-18.2018.96.

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Darmawan, Akhmad. "Influence of Loan Interest Rate, Non-Performing Loan, Third Party Fund and Inflation Rate towards Micro, Small and Medium Enterprises (MSME) Credit Lending Distribution at Commercial Banks in Indonesia." In 2018 3rd International Conference on Education, Sports, Arts and Management Engineering (ICESAME 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/amca-18.2018.84.

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Reports on the topic "Performing arts management"

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Ahmed AlGarf, Yasmine. From Self-Awareness to Purposeful Employment: Guiding Egyptian youth using arts-based learning. Oxfam IBIS, August 2021. http://dx.doi.org/10.21201/2021.7932.

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Alwan wa Awtar (A&A), a partner of the Youth Participation and Employment (YPE) programme, implements a youth programme supporting young people to shape their prospects through professional and soft skill development, safe learning space and non-formal education. A&A has learned important lessons throughout its journey. A safe learning environment, flexible learning techniques, visual and performing arts in education and participatory management are key approaches for successful youth programmes. During the COVID-19 period, many of the professional development programmes have been delivered online, which was a good example of adaptation to changing circumstances that ensured the sustainability and continued effectiveness of the programme.
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