Division
Series
Keywords
Sort by
Perform search
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.

2016-11-30
The 24th ENCATC Annual Conference took place in Valencia, Spain, from 57 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 todays risk societies could have in fact been very fruitful and inspiring.
Raphaela Henze, 2016-11-22
"Introduction to International Arts Management" 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.
Raphaela Henze, 2016-11-14
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.
Ann Tonks, 2016-11-08
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.
2016-11-03
The Agenda company organised the Communicating the Museum conference on 12 - 15 July 2016 in Berlin, Germany. As is usual with these conferences, one of their main raison d'tre - reasons for existing - is the opportunity to inform yourself about the latest developments in a wide ranging of topics - in this case arts communications and fundraising and to network with like-minded professionals. As such, CTM was able to provide the over 200 participants and 50 speakers from all over the world with plenty of opportunities to do so.
Zenaida des Aubris, 2016-10-24
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 love for ones job and why it is important to be more open to the desires and needs of the people you work with and for.
Ann Tonks, 2016-10-17
The DMA is committed to knowing its museum visitors better and deepening their connection with the art displayed in its collections and special exhibitions. For over 10 years, the museum has conducted research using diverse evaluative tools that support the staff in their efforts to better understand the preferences, actions and curiosities of its audiences. Through this increased knowledge, museums gain valuable insight for nurturing relationships between people, art, and museums.
Nicole Stutzman, 2016-10-11
Functions that are often considered secondary to museums scholarly competencies include revenue generation such as fundraising, meetings and events, museum shops etc. Over the last five decades or so, German friends associations have developed organically to fill many of these needs. In the United States, in contrast, museums fulfill these functions themselves, including their membership programs, suggesting an intriguing contrast and lessons to be learned.
Laura Brower Hagood, 2016-10-06
Societies worldwide are currently facing far-reaching and often challenging developments. And although every countrys arts sector has its peculiarities, these developments influence most countries and thereby their art sector as well. So, what can arts managers do to make the best of new circumstances and to help the societies we live in handle them? How can we use the arts' inherent creative potential to anticipate the changes that will come? What competencies and knowledge will we need in the future to fulfill our tasks? The approaches in the new issue of Arts Management Quarterly on "an entirely new Arts Management" want to find answers to this questions.
2016-09-29
In this article, I hope to give you some insights in how developing empathy for others will help you lead your staff in such a way that you'll be able to better meet the uncertainty and challenge of running an arts company.
Ann Tonks, 2016-09-19
Jeremie Gluckman spoke with the cultural managers working with or within arts enterprises in the U.S. and China. These leaders are all using the internet to engage local communities and share stories with the world. All the while, they are wrestling with challenges related to representation when contributing to the sea of messages, information, and images online. They are also equipped with an awareness of skewed access.
Jeremie Gluckman, 2016-09-05
In this article, as I hop on a plane to fly to Europe to escape Melbournes winter cold, I will recommend the rejuvenating effects of holidays for both you and your staff.
Ann Tonks, 2016-08-23
Is well-intentioned the same as well done? With the concept of effective altruism, William MacAskill presents criteria to assess the work of non-profit organizations and make them more effective. His unusual but sound approaches can also be applied to the field of arts and culture. At the same time, MacAskill's book is a practical and intuitive guideline for facilities, staff workers and supporters of non-profit cultural work.
Kristin Oswald, 2016-08-08
My course on cultural management at the National School of Drama (NSD) in New Delhi is a prime example for how it is for a Western lecturer to teach in India: On the one hand, one cannot presume many of the things that Western students would naturally know about. On the other hand, there is a wide range of cultural-managerial knowledge and skills, passed down in part through the generations under different labels, different names or simply without any special designation. At the same time, the work in a country like India is by no means any more exotic as in Europe.
Ina Ross, 2016-08-02
The Open Society Institute Assistance Foundation in Tajikistan is about to launch a new MA program in Arts Management in Dushanbe, in partnership with four local universities. This will be the first program of that kind in the region of Central Asia. The program needs a solid backup by methodological materials on diverse subject matters. Therefore the coordinators plan to open a Resource Centre for Arts Management (both online and offline), to be managed by the renowned nonprofit organization Dushanbe Art Ground. Thus, they kindly ask for donations of materials to the new center - publications, books, documents and so on.
2016-06-30
The French sociologist and political scientist Vincent Dubois' book Culture as a Vocation deals with the central questions concerning career decisions in cultural management: When and where had this comparatively young job profile its origin? Who aims for such a career today and which are the social and personal factors that influence this decision? With his answers Dubois lays the foundation for a yet strongly neglected field.
Marie Meininger, 2016-06-30
Liechtenstein is one of the smallest countries in the world and most people connect it to its former status as a tax haven. We spoke with Professor Dr. Rainer Vollkommer, the director of the Liechtenstein State Museum about what it is like to direct a cultural institution with a regional focus in a country that many regard as provincial.
Rainer Vollkommer, 2016-06-21
The IAMA meetings twice a year are a firm date in many artist managers diaries. The first one of this year took place in Utrecht, Holland April 7-9, 2016, and attracted over 400 delegates with the motto "Shake it off". This could be interpreted in various ways - shake off the depressive mood that has become so prevalent when talking about classical music or shake off the old ways of doing business and take active steps in new directions. Both interpretations were equally valid within the context of the discussions.
Zenaida des Aubris, 2016-05-25
In many European countries, the arts, heritage and cultural sector is supported by or partially subsidized by government. However, due to the economic crisis and cuts in budget, the amount of funds for direct subsidies is decreasing. Starting from this assumption, the project Empowering Museum Professionals and Heritage Organizations Staff by cultural entrepreneurship training and research (EMPHOS) has the objective to develop entrepreneurial skills and attitude among cultural professionals.
2016-04-29