Relevant bibliographies by topics / Performing arts management / Journal articles

Journal articles on the topic 'Performing arts management'

To see the other types of publications on this topic, follow the link: Performing arts management.
Author: Grafiati
Published: 4 June 2021
Last updated: 6 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Performing arts management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
4

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
6

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
9

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
10

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
11

Stein, Tobie S. "Creating Opportunities for People of Color in Performing Arts Management." Journal of Arts Management, Law, and Society 29, no. 4 (January 2000): 304–18. http://dx.doi.org/10.1080/10632920009597308.

Full text
APA, Harvard, Vancouver, ISO, and other styles
12

Knardal, Per Ståle. "Orchestrating institutional complexity and performance management in the performing arts." Financial Accountability & Management 36, no. 3 (November 8, 2019): 300–318. http://dx.doi.org/10.1111/faam.12223.

Full text
APA, Harvard, Vancouver, ISO, and other styles
13

Kim, Seongseop (Sam), Jin Young Chung, Jim Petrick, and Jong Wong Park. "Determination of preferred performing arts tourism products using conjoint analysis." Journal of Vacation Marketing 24, no. 1 (December 15, 2016): 44–61. http://dx.doi.org/10.1177/1356766716679484.

Full text
Abstract:
The performing arts are an integral part of the economies of many communities and often highlight the cultures of places visited. Because of this, studies on performing arts have been actively conducted in the arts management and marketing fields. Yet, little research has examined the benefits of the performing arts from a tourism perspective. Thus, the current study employed conjoint analysis in an attempt to identify the most preferred performing arts tourism products as perceived by Japanese tourists. Results revealed the most important determinant attributes Japanese tourists consider in purchasing a Korean performing arts product were ‘admission price’, followed by ‘type of theater’, ‘genre’, and ‘location of theater’. The most preferred performing arts tourism product was found to be the following: 5.517 (overall utility) = 1.081 (Korean pop music concert) + 2.233 (less than 5000 Yen) + 0.775 (downtown Seoul) + 1.428 (exclusive theater).
APA, Harvard, Vancouver, ISO, and other styles
14

Cornwell, T. Bettina. "Advertising, ethnicity and attendance at the performing arts." Services Marketing Quarterly 10, no. 2 (1994): 145–56. http://dx.doi.org/10.1080/15332969.1994.9985130.

Full text
APA, Harvard, Vancouver, ISO, and other styles
15

Wahyuningtyas, Bhernadetta Pravita. "The Preservation of The Traditional Performing Arts’ Sacred Place." Humaniora 5, no. 2 (October 30, 2014): 593. http://dx.doi.org/10.21512/humaniora.v5i2.3116.

Full text
Abstract:
This study explains the management of “Bharata” reputation, an Icon of classic, legendary, theatrical; traditional performing arts of Indonesia. Puppet has noble values in terms of moral education and philosophy of life; and “Bharata” becomes the "sacred" place for the preservation of the noble values of the puppet. “Bharata” is an institution that manages sustainable reputation and have to defend against the onslaught of competition from other institutions as a tourism destination. “Bharata” is a picture of a long journey and process of proving the majesty of traditional culture that owned by Indonesia. This study used post positivist paradigm. The nature of the study was descriptive and the selected approach was qualitative with in-depth interviews and observation for collecting data. Narrative analysis was used to analyze this study. The aim of this study has reviewed the reputation management of “Bharata” in its struggle of facing the globalization. The reputation management of “Bharata” is the results of coordination and socialization process within the institution; it is achieved through cooperation of each department by communication power.
APA, Harvard, Vancouver, ISO, and other styles
16

Preece, Stephen B. "Performing Arts Entrepreneurship: Toward a Research Agenda." Journal of Arts Management, Law, and Society 41, no. 2 (April 2011): 103–20. http://dx.doi.org/10.1080/10632921.2011.573445.

Full text
APA, Harvard, Vancouver, ISO, and other styles
17

Williams-Burnett, Nicola Jayne, and Heather Skinner. "Critical reflections on performing arts impact evaluations." Arts and the Market 7, no. 1 (May 2, 2017): 32–50. http://dx.doi.org/10.1108/aam-11-2015-0017.

Full text
Abstract:
Purpose The purpose of this paper is to present a critically reflective account of the process of conducting an impact evaluation of a dance-theatre company’s staged productions and workshops. Design/methodology/approach There are two main approaches: the introspective critical reflection on the process of performing an impact evaluation; and the drawing/colouring methods used to perform it. Findings It is more difficult to provide impact evaluations of the soft rather than hard outcomes of publicly funded performance arts. The engagement of third-party evaluators may help overcome the challenge that many “accepted” approaches are outwith the skill or financial resources of smaller non-profit organisations. Research limitations/implications Although based on a single case, the authors believe that the evidence how the use of innovative methodologies may be more appropriate to performing arts impact evaluations, even those less familiar to management researchers. Practical implications This paper offers insights into various methods of impact evaluation that may be of use to smaller non-profit arts organisations who may be constrained by limited skills and financial resources. Originality/value This paper provides an original contribution to understanding innovative methodologies to perform arts impact evaluations, particularly those assessing soft outcomes, and a contribution in recognising the role of academic researchers in performing such evaluations.
APA, Harvard, Vancouver, ISO, and other styles
18

유성창, 홍연화, and 이윤옥. "A Study on Curriculum Management and Improvement in Performing Arts and Visual Arts-Focused High School." Korean Journal of Culture and Arts Education Studies 9, no. 6 (December 2014): 49–71. http://dx.doi.org/10.15815/kjcaes.2014.9.6.49.

Full text
APA, Harvard, Vancouver, ISO, and other styles
19

Thomas, Edward, and Bob Cutler. "Marketing the fine and performing arts: What has marketing done for the arts lately?" Services Marketing Quarterly 10, no. 1 (1993): 181–99. http://dx.doi.org/10.1080/15332969.1993.9985116.

Full text
APA, Harvard, Vancouver, ISO, and other styles
20

White, GEORGE C., and Louise L. Duncan. "The Arts for Art's Sake." Journal of Arts Management, Law, and Society 27, no. 2 (January 1997): 119–22. http://dx.doi.org/10.1080/10632929709601557.

Full text
APA, Harvard, Vancouver, ISO, and other styles
21

Taylor, E. Andrew. "Rethinking the Performing Arts for the Media Age." Journal of Arts Management, Law, and Society 25, no. 3 (September 1995): 206–24. http://dx.doi.org/10.1080/10632921.1995.9941800.

Full text
APA, Harvard, Vancouver, ISO, and other styles
22

Koprivšek, Nevenka, and Rok Vevar. "The problematics of spaces for performing arts in Slovenia." Maska 36, no. 201 (June 1, 2021): 88–101. http://dx.doi.org/10.1386/maska_00060_1.

Full text
Abstract:
Nevenka Koprivšek wrote about the state, needs and vision of the presentation and rehearsal spaces in the field of performing arts more than twenty years ago, even before Bunker institute took over the management of the Old Power Station. Despite some newly acquired spaces described by Rok Vevar in his article “The Problem of Public Cultural Spaces from the Perspective of Public Time”, there is still a lack of understanding regarding the complex needs of art production, which includes appropriate and sufficient studio conditions. Art is not a done cultural product.
APA, Harvard, Vancouver, ISO, and other styles
23

Frey, Bruno S., and Werner W. Pommerehne. "L'Art Pour L'Art? Behavioral Effects of Performing Arts Organizations." Empirical Studies of the Arts 5, no. 1 (January 1987): 59–78. http://dx.doi.org/10.2190/bwxe-5x8r-qkc8-4w7u.

Full text
Abstract:
The institutional forms of cooperative, profit-oriented (private) and government subsidized non-profit performing arts companies affect the behavior of their management systematically. Thus, the managers of profit-oriented theaters, operas, and orchestras tend to let plays run longer, to have a smaller number of new productions and a more narrow repertoire than do public companies. The number of rehearsals will, ceteris paribus, be smaller, and more plays suiting the preferences of the general public will be offered. These propositions are derived using the economic model of behavior looking also on the incentive effects of different types of government subsidies.
APA, Harvard, Vancouver, ISO, and other styles
24

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
25

Lim, Charles C., and Lawrence J. Bendle. "Arts tourism in Seoul: tourist-orientated performing arts as a sustainable niche market." Journal of Sustainable Tourism 20, no. 5 (June 2012): 667–82. http://dx.doi.org/10.1080/09669582.2011.636817.

Full text
APA, Harvard, Vancouver, ISO, and other styles
26

Chong, Derrick. "Re-Readings in Arts Management." Journal of Arts Management, Law, and Society 29, no. 4 (January 2000): 290–303. http://dx.doi.org/10.1080/10632920009597307.

Full text
APA, Harvard, Vancouver, ISO, and other styles
27

Rosenstein, Carole. "The MFA in Arts Management." Journal of Arts Management, Law, and Society 43, no. 2 (April 2013): 106–14. http://dx.doi.org/10.1080/10632921.2013.781970.

Full text
APA, Harvard, Vancouver, ISO, and other styles
28

Kirchberg, Volker, and Tasos Zembylas. "Arts Management: A Sociological Inquiry." Journal of Arts Management, Law, and Society 40, no. 1 (March 8, 2010): 1–5. http://dx.doi.org/10.1080/10632921003641190.

Full text
APA, Harvard, Vancouver, ISO, and other styles
29

Masunah, Juju. "Creative Industry: Two Cases of Performing Arts Market in Indonesia and South Korea." Jurnal Humaniora 29, no. 1 (February 27, 2017): 108. http://dx.doi.org/10.22146/jh.22572.

Full text
Abstract:
This article explores the concepts and practices of performing arts market, one of the fifteen sub-sectors of creative industry in Indonesia. This study discusses two performances namely Indonesia Performing Arts Market (IPAM) 2013 in Indonesia and Performing Arts Market in Seoul (PAMS) 2015, South Korea. The data were collected through participatory observation, interview, literature review, and personal reflections. The data were analyzed by using triangulation, member check, compare and contrast, and interpretation. The findings of this research show that the similarity of the two performing arts markets lies in their concept of globalization in regards to world society. The performing arts markets share two similar targets, festival in the country and tour abroad. The main differences between IPAM and PAMS are the scope of the event and the institution holding the event. IPAM showcased the works of Indonesian performing arts, while PAMS showcased the works of Korean performing arts and the arts from other countries. IPAM 2013 was organized by the central government, while PAMS 2015 was organized by Korean Arts Management Services (KAMS) that was financially supported by the central government of South Korea.
APA, Harvard, Vancouver, ISO, and other styles
30

Masunah, Juju. "Creative Industry: Two Cases of Performing Arts Market in Indonesia and South Korea." Jurnal Humaniora 29, no. 1 (February 27, 2017): 108. http://dx.doi.org/10.22146/jh.v29i1.22572.

Full text
Abstract:
This article explores the concepts and practices of performing arts market, one of the fifteen sub-sectors of creative industry in Indonesia. This study discusses two performances namely Indonesia Performing Arts Market (IPAM) 2013 in Indonesia and Performing Arts Market in Seoul (PAMS) 2015, South Korea. The data were collected through participatory observation, interview, literature review, and personal reflections. The data were analyzed by using triangulation, member check, compare and contrast, and interpretation. The findings of this research show that the similarity of the two performing arts markets lies in their concept of globalization in regards to world society. The performing arts markets share two similar targets, festival in the country and tour abroad. The main differences between IPAM and PAMS are the scope of the event and the institution holding the event. IPAM showcased the works of Indonesian performing arts, while PAMS showcased the works of Korean performing arts and the arts from other countries. IPAM 2013 was organized by the central government, while PAMS 2015 was organized by Korean Arts Management Services (KAMS) that was financially supported by the central government of South Korea.
APA, Harvard, Vancouver, ISO, and other styles
31

Pradita, Tiaranti Dwi, Darmawati Darmawati, and Herlinda Mansyur. "MANAJEMEN SENI PERTUNJUKAN DI SANGGAR PUTI LIMO JURAI KOTA BUKITTINGGI." Jurnal Sendratasik 8, no. 3 (March 1, 2019): 8. http://dx.doi.org/10.24036/jsu.v7i3.103337.

Full text
Abstract:
AbstractThe research aims to describe the Management of the performing arts in the workshop of Puti Limo Jurai Bukittinggi. Type of this research is descriptive research using qualitative methods. The main instrument in this study is the researchers themselves and supporting instruments such as assisted with writing instruments and cameras. The type of the data in the research is the primary data and secondary data. Engineering data collection done by the study of librarianship, observation/observation, interview and documentation. Technique of data analysis performed with the measures include: the reduction of the data, the presentation of data, conclusions and make a report. The results showed that Sangar Puti Limo Jurai still retain cultural values in the performing arts. As an organization that is engaged in the arts with a democratic system, where all the decisions taken based on the results of the mutual agreement. All the process is carried out by management as good as possible. System performance or the workings of the organization performing arts at Sanggar Puti Limo Jurai belongs to the semi professional performing arts organizations because the Sanggar Puti Limo has been working with the Kings ' management approach, both in terms of function or process. In terms of personal profession, and the members of the Sanggar Puti Limo Emblem also has a profession other than the workers of art. But in terms of their ethics remain subject to rules that have been set.Keywords: performing arts management
APA, Harvard, Vancouver, ISO, and other styles
32

Gainer, Brenda. "The Business of High Culture: Marketing the Performing Arts in Canada." Service Industries Journal 9, no. 4 (October 1989): 143–60. http://dx.doi.org/10.1080/02642068900000067.

Full text
APA, Harvard, Vancouver, ISO, and other styles
33

Vevar, Rok. "Waste management: Self interview on the Temporary Slovenian Dance Archive." Maska 30, no. 172 (July 1, 2015): 92–107. http://dx.doi.org/10.1386/maska.30.172-174.92_7.

Full text
Abstract:
The contribution takes the form of a self-interview to tackle the analysis of the historicization of contemporary performing arts on the illustrative example of the Temporary Slovenian Dance Archive, founded by the author, a “precarious cultural worker”, as his personal cultural-activist project. The contribution offers basic information on the scale of the material, its systematization and the archive’s operating principle, which for now runs with no promise of adequate public infrastructure. The self-interview auto-reflexively unfolds the complex issue of the Temporary Slovenian Dance Archive, which stems from a wider issue of historicizing elusive, procedural and performative contemporary performing arts; at the same time, the self-interview begins to tackle deeper reasons for the lack of institutional background, which discourages the Temporary Slovenian Dance Archive from hoping to ever have any stable and continuous function. Most of all, the self-interview on the Temporary Slovenian Dance Archive opens up a question that exceeds contemporary performing arts, namely, in what way can the “impossible history” of non-territorial and transnational character be historicized at all.
APA, Harvard, Vancouver, ISO, and other styles
34

McCarthy, Breda, and Ann M. Torres. "A Study of Network Typology in Relation to the Performing Arts." International Journal of Entrepreneurship and Innovation 6, no. 3 (August 2005): 168–76. http://dx.doi.org/10.5367/0000000054662818.

Full text
Abstract:
There is a substantial amount of work published on networking; however, analysis of network typology is rare and even rarer in the context of the performing arts. This paper proposes a typology, the ‘embedded-project’, and the study suggests that, although network members' skills and tasks are subject to change within a short timescale, they exist within a stable, permanent network. The paper describes the key dimensions of the typology, such as: objectives, flow of resources, specialization, redundancy, flexibility, access to network, distribution of power, governance mechanisms, interdependencies, durability and legitimacy.
APA, Harvard, Vancouver, ISO, and other styles
35

Rentschler, Ruth. "Museum and Performing Arts Marketing: The Age of Discovery." Journal of Arts Management, Law, and Society 32, no. 1 (January 2002): 7–14. http://dx.doi.org/10.1080/10632920209597330.

Full text
APA, Harvard, Vancouver, ISO, and other styles
36

Rentschler, Ruth. "Museum and Performing Arts Marketing: A Climate of Change." Journal of Arts Management, Law, and Society 28, no. 1 (January 1998): 83–96. http://dx.doi.org/10.1080/10632929809597280.

Full text
APA, Harvard, Vancouver, ISO, and other styles
37

Amans, Pascale, Agnès Mazars-Chapelon, and Fabienne Villesèque-Dubus. "Budgeting in institutional complexity: The case of performing arts organizations." Management Accounting Research 27 (June 2015): 47–66. http://dx.doi.org/10.1016/j.mar.2015.03.001.

Full text
APA, Harvard, Vancouver, ISO, and other styles
38

Lindgren, Monica, and Johann Packendorff. "Performing arts and the art of performing – On co-construction of project work and professional identities in theatres." International Journal of Project Management 25, no. 4 (May 2007): 354–64. http://dx.doi.org/10.1016/j.ijproman.2007.01.005.

Full text
APA, Harvard, Vancouver, ISO, and other styles
39

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
40

Upchurch, Anna. "Arts management and cultural policy research." Cultural Trends 25, no. 4 (October 1, 2016): 300–301. http://dx.doi.org/10.1080/09548963.2016.1241463.

Full text
APA, Harvard, Vancouver, ISO, and other styles
41

Scollen, Rebecca. "Regional voices talk theatre: audience development for the performing arts." International Journal of Nonprofit and Voluntary Sector Marketing 13, no. 1 (2008): 45–56. http://dx.doi.org/10.1002/nvsm.298.

Full text
APA, Harvard, Vancouver, ISO, and other styles
42

Lorraine Edwards, Sharon, Nic Fryer, Michelle Boot, Michael Farquharson, Samantha McCormack, Kelly Sluman, and Katherine Tigar. "Results of cross-faculty ‘capstone’ assessments involving nursing and performing arts students." Nursing Management 25, no. 4 (September 28, 2018): 22–29. http://dx.doi.org/10.7748/nm.2018.e1777.

Full text
APA, Harvard, Vancouver, ISO, and other styles
43

Bennett, Roger. "Factors encouraging competitive myopia in the performing arts sector: an empirical investigation." Service Industries Journal 25, no. 3 (April 2005): 391–401. http://dx.doi.org/10.1080/02642060500050541.

Full text
APA, Harvard, Vancouver, ISO, and other styles
44

Dewey Lambert, Patricia, and Jill Sonke. "Professionalizing Arts Management in Healthcare Facilities." Journal of Arts Management, Law, and Society 49, no. 3 (January 22, 2019): 155–70. http://dx.doi.org/10.1080/10632921.2018.1559264.

Full text
APA, Harvard, Vancouver, ISO, and other styles
45

Paquette, Jonathan. "Organizational Theories in Arts Management Research." Journal of Arts Management, Law, and Society 49, no. 4 (July 4, 2019): 221–23. http://dx.doi.org/10.1080/10632921.2019.1631033.

Full text
APA, Harvard, Vancouver, ISO, and other styles
46

Morris, Valerie. "Arts Management and Marketing Research: Commentar." Journal of Arts Management, Law, and Society 28, no. 1 (January 1998): 3. http://dx.doi.org/10.1080/10632929809597275.

Full text
APA, Harvard, Vancouver, ISO, and other styles
47

Zheng, Danni, Brent W. Ritchie, and Pierre J. Benckendorff. "Segmenting residents based on emotional reactions to tourism performing arts development." Journal of Travel & Tourism Marketing 36, no. 8 (September 5, 2019): 877–87. http://dx.doi.org/10.1080/10548408.2019.1657052.

Full text
APA, Harvard, Vancouver, ISO, and other styles
48

KERN, ANJA. "Exploring the Relation Between Creativity and Rules: The Case of the Performing Arts." International Studies of Management & Organization 36, no. 1 (April 2006): 63–80. http://dx.doi.org/10.2753/imo0020-8825360104.

Full text
APA, Harvard, Vancouver, ISO, and other styles
49

Hume, Margee, Gillian Sullivan Mort, Peter W. Liesch, and Hume Winzar. "Understanding service experience in non-profit performing arts: Implications for operations and service management." Journal of Operations Management 24, no. 4 (November 8, 2005): 304–24. http://dx.doi.org/10.1016/j.jom.2005.06.002.

Full text
APA, Harvard, Vancouver, ISO, and other styles
50

Lim, Young-June, and Young-Suk Lee. "A Proposal on the Performing Arts Center's Membership Management System Using Face Recognition Technology." Journal of Digital Contents Society 19, no. 12 (December 31, 2018): 2257–66. http://dx.doi.org/10.9728/dcs.2018.19.12.2257.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the bibliographies on the topic 'Performing arts management' for other source types:
Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography