2004-01-29

In Britain, developments at the sharp end of arts management have been intensely controversial. Artists and arts workers have been highly critical of the way that management techniques have been imported into their organizations from the corporate sector, often with counterproductive consequences. Acknowledging their concerns, this paper argues that exchanges between management and the arts can usefully be developed in a two-way rather than predominantly passive or one-way fashion, with arts and other organizations drawing managerial value directly from artistic traditions and creative practices.