This seminar, taking place 6th – 7th of July 2017 at Zurich University of the Arts and organized by the international and interdisciplinary network Brokering Intercultural Exchange, will explore how historical, institutional and social assumptions and traditions of arts and cultural management are exchanged and reproduced through the intercultural exchanges that take place in arts and cultural management training and education. Submission deadline is April 20th.
CfA: NATFA - International Summer Academy on Entrepreneurship and Leadership in the Performing Arts and Creative Industries
The National Academy for Theater and Film Arts (NATFA) is delighted to announce the first edition of the International Summer Academy “ROCK THE BOAT! Entrepreneurship and Leadership in the Performing Arts and Creative Industries: International Trends and Local Specificity”, taking place in Sofia, Bulgaria, 12-16 June 2017. The summer academy aims at participants who are interested in innovation of arts and cultural leadership within european cultural cooperation, networking and policies. The deadline for submitting and application is May 31st 2017.
Regional differences, but a common vision. Goethe-Institutís International Forum on Cultural Management and Cultural Policy 2016
The second edition of the International Forum on Cultural Management and Cultural Policy again brought together cultural experts from all over the world for two weeks in Munich, Germany for discussions and the development of ideas. And flanked by the presidential election in the US, the participants experienced that independently of their geographical and professional background they are connected by the vision to break down barriers and prejudices.
Our current context of internationalisation, globalisation, and the increasing global migration presents challenges and opportunities for the arts and cultural sector. With creative and aesthetic expressions inherently reflective of cultural ideas, knowledge and values, arts and cultural managers have a significant role to play in directing, administering and mediating intercultural understanding. This refers to the ability to know, accept, value, and empathise with alternative perspectives and perceptions of the world.
By Victoria Durrer, Ina Ross and Raphaela Henze
For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. In this series, I introduce a selection of neglected aspects and competencies from my book “The A to Z of Arts Management”. This final chapter is about how leaders in the arts can upwardly manage stakeholders with a powerful impact on their work, and enable staff to upwardly manage their bosses as well.
The days of the lonesome artistic genius are already over for a long time. No one working in arts and culture would honestly assume that a creative process can prosper mostly in solitude. Instead, creativity and cooperation respectively collaboration accompany each other. This is also true because arts and cultural processes occur in social contexts and therefore always interact with social groups, whether it be producers, audiences, employees of institutions, sponsors, buyers and so on. Surprisingly for many, the same applies to management. And this is what makes the current issue of Arts Management Quarterly on "cooperation and collaboration" so promising.
The 24th ENCATC Annual Conference "Cultural Management Education in Risk Societies - Towards a Paradigm and Policy Shift?!” took place in Valencia, Spain, from 5–7 October, 2016. The event brought together about 160 academics, researchers and professionals from the cultural sector, policy makers, artists and students from over 30 countries. And with a more focused and application oriented program their debates about the new paradigm needed for cultural management and policy to face today’s risk societies could have in fact been very fruitful and inspiring.
"Introduction to International Arts Management", the first book published on this topic in German, deals with the reactions of arts managers in more than 45 countries around the world to globalization and illustrates how arts organizations strive to internationalize not only to increase competitiveness, but also to reach out to an increasingly diverse audience and bring the potential and talent that is inherent in this diversity to the forefront. "Introduction to International Arts Management" strongly advocates for more international transfer and for interdisciplinary networks of academics and practitioners to foster critical discourse about arts management practice and to develop sustainable strategies to deal with increasingly diverse societies.
For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. In this series, I introduce a selection of neglected aspects and competencies from my book “The A to Z of Arts Management”. This chapter is about the uncertainty and challenge of running an arts company.
BBC Advertising just published an international in-depth report on ‘millennials’ and the misconceptions surrounding this highly sought after generation. By conducting over 14,000 interviews across 31 countries and seven markets – Australia, Germany, USA, Canada, India, Singapore and South Africa – the report's findings make it easier for marketers in cultural institutions to target the most attractive and commercially receptive segment within that group. The report titled Reaching Affluent Millennials offers a deeper insight into the difference between ‘affluent’ and ‘non-affluent’ millennials and identifies the most valuable segment, ‘The Supercharged’.