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Globalisation heavily affects the daily work of arts managers around the globe in both positive and negative ways. But although intercultural understanding currently may seem to be more difficult than ever before and some voices are still absent, new narratives enter the stage that can help arts managers to meet current challenges and their supra-regional impacts. This issue of Arts Management Quarterly on "Cultural Inequalities" raises the curtain for these narratives. It is the result of a stimulating cooperation with the network Brokering Intercultural Exchange. The articles present insights into the barriers for intercultural understanding and collaboration among arts managers.
2018-06-29
Quality in the cultural field is mostly related to the artistic product. But how about the services and administration of arts organisations? How can they be defined, quantified and measured taking into account the perspectives of the different artistic sectors, institutions and countries? With this issue of Arts Management Quarterly, we shed light on existing approaches and inspire new ideas. And because we also want to offer the best possible services to our readers, we currently thoroughly overhaule our own services and are happy to already present you the new design of our journal with this issue.
2018-04-11
The impact of the arts sector on urban development is very heterogeneous. The latest version of the two most important international roadmaps on this topic, United Nations New Urban Agenda and the 2030 Sustainable Development Goals, acknowledge arts and culture as facilitators in fields such as social cohesion, education, or well-being. But to implement these effects into urban development road maps, the patterns and demands of local cultural infrastructures first have to be specified. Such basic work is the perfect starting point for arts professionals and artists to become part of comprehensive urban planning processes. Issue No 127 of Arts Management Quarterly sheds light on the impact that arts and culture can have on urban development. With it, we hope to inspire you to dive deeper into urban trends and to develop visions for the city of the future.
2017-11-01
What notion of their future job do young arts managers have? What visions of the arts sector are driving them? And what are the issues they want to find new solutions for? These are important questions that show how the arts sector can and should develop to be ready for future challenges and the changing needs of their audience. For that reason, we decided that with this issue of Arts Management Quarterly we wanted to give those among the participants of the first Young Arts Journalism Awards (YAJA) - a project powered by Art News Portal, fostering online journalism among journalism and creative art students worldwide - who dedicated their articles to the field of arts management the chance to get a word in edgeways.
2017-03-01
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
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
Digitization is not only changing how arts organizations can convey cultural experiences, reach users and open up to the input of visitors. It is rather changing the way we think about the conditions and structures of day-to-day creative work. At the same time, digitization is opening up a multitude of possibilities of increasing the economic value of the arts. The field of cultural entrepreneurship is reconsidering the intersection of culture, technology and entrepreneurship. It uses the new dynamics that arise to the cultural sector to revolutionize current business models and redefine the impact of culture. Cultural entrepreneurship can be a way to reduce dependence on public funding and to position itself as an economic factor vis--vis politics and public without abandoning individual artistic and idealistic societal demands. As culture represents both artistic as well as social values, we do not intend to separate cultural and social entrepreneurship from each other in this newsletter, or, for that matter, from entrepreneurial thinking within the arts sector.
2015-12-17
Cultural managers have an urgent need for advanced trainings to face the changes in society and politics concerning the arts. But what competences does that include? Lorraine Lim, lecturer in arts management at Birkbeck, stated in the Guardian that according to a study among her students, the important skills nowadays are not only how to run an arts institution, but to manage different kinds of projects as portfolio work and to create a career out of short-term employments. With regard to globalization and the differentiation of the cultural sector, this includes often neglected aspects like dealing with failure, intercultural communication and - since glocalization is coming along with globalization - insights in international cultural infrastructures, and social and political circumstances.
2015-08-20
"The most precious things in life are not those you get for money," said Albert Einstein. Cultural managers, artists, and cultural policymakers are well aware that the personal and social value of culture cannot simply be measured through funding. Nevertheless, policy often tries to convey the rehabilitation of its budgets through funding cuts in the cultural sector while cultural institutions and initiatives complain about the lack of money not just since the economic crisis. In this context, the ENCATC (European Network of Cultural Administration Training Centers) placed the question "Is it all about money?" at the center of its annual conference 2014.
2015-05-08
The Tower of Babel or the Arabian Nights: The cultural background of the historical Near East seems almost magical. The contrast with its modern counterpart could hardly be more striking, where armed conflicts and religious fervour alternate with western oriented luxury. But how about Arts and Culture during this times of crisis, conflicts and change?
2014-12-18
How many times in the last 12 months have you been to a concert? In Europe, 35% of you at least once, according to the findings of a recently published Eurobarometer survey on cultural access and participation.
Though, a ballet, a dance or an opera have been visited by 18%.
These findings raise the suspicion that concert and opera are losing audience. Lack of interest, lack of time and expense were supposed to be the main barriers to participation in cultural activities. It's time for us to take a closer look at the field of music education: Out now our current newsletter no. 119.

2014-05-02
A lot of things have changed at Arts Management Network during the last months! Being ourselves involved with investigating new organisational structures and workflow we have decided to focus on employment-related topics in our latest newsletter. We will take a closer look at human resources, which means at the dissonances between different stakeholders, not only highlighting the entrepreneurs perspective but also giving voice to those having not (yet) reached the executive suite today.

2014-02-12
Culture means change. And every cultural organisation should have the ability to change itself for many reasons: challenges in the society, expectations by the audience or stake holders, or sometimes even dissatisfaction by staff members. Our 117th edition of Arts Management Newsletter cares about change management.
We spoke with Martin Redlinger, director of marketing and sales at the Konzerthaus Berlin, who plays a leading role in an ongoing changing process. The interview shows how close the relationship is between the brand and the entire strategy of an arts organisation, and how long it takes to get results. Redlinger explains why the Konzerthaus needed a new positioning in the vibrant Berlin arts market, and how the team developed a new cultural brand. We also spoke with Julia Strysio about what the future of music festivals will look like? What has to be changed in a cultural format, which is probably the most flexible one?
2013-10-31
In this newsletter you will read an interview with Julia Draganovic, who is the new director of the exhibition center Kunsthalle Osnabrück, Germany. She speaks about the profession as curator and art manager, her strategy to en- gage the audience, and her approach how to connect art and new media.
We also publish - as every year - the Summary Paper of the 4th Kufstein Summer School for Arts Management in Palea Epidavros/Greece, which took place in May 2013.
2013-08-29
The 115th edition of our Arts Management Newsletter is published while we are in Berlin at the 7th Federal Congress for Cultural Policy in Germany. The last congress two years ago covered the importance of digitalization for the arts sector - from copyright issues via archival storage of cultural heritage to the huge communication and marketing opportunities possible with media and web 2.0. However, the upraise of the German cultural policy 2011 in the digital age seems to be already weak again. There is no living online debate with the community, although the topic of this year - cultural planning - fits to invite arts professionals and other people to discuss about. Perhaps the community have totally different preferences and priorities, what they like to support more or less. We were somehow impressed about a comment by Bill Flood yesterday, who answered our question about his experience with cultural planning in Portland. He said, culture at all has a creative power to support communication in a community. So it is necessary at all to make communication possible including those among the arts professionals and cultural policy makers themselves. Enjoy the interview with Bill Flood on page 2.
2013-06-14
Do US-American Opera Houses operate more efficiently than German ones? Mounir Mahmalat, who studied at the Northeastern University in Boston, USA, as well as in Dusseldorf, Germany, investigated on the basis of twelve opera houses in both countries, if German institutions might take an example on US-American performing arts organizations who are said to operate in a more entrepreneurial manner. You can read this case study exclusively in our latest issue of the Arts Management Newsletter, the bi-mohthly magazine for the global perspective on arts and business.
Furthermore we can provide inside views with two totally different interviews. Our correspondent Kira Potowski met Koh Won-seok, an art curator in Seoul, who actually work for the new Arko Art Center in the capitol of South Korea. He takes our attention to a number of smaller Asian countries with art markets, which grow along the economic boom. Nikos Tsouchlos, the artistic adviser of the most important concert hall in Greece, underlines the current situation and role of the arts in a country, which suffer massively from the continuing economic and financial crunch. But Tsouchlos describes in the interview with Sven Scherz-Schade, how new practices can flourish and the roles of sociability and sharing are being re-examined.
2013-04-22
Jazz musicians are often regarded as chronic loners, as individualists who fully concentrate on their art and work in ever-changing formations. However, to make that possible they need a fully functional, and in the best case, an internationally organized artistic network. In our latest newsletter, we exclusively publish a case study by Prof. Martin Lücke from Munich, which offers insight into how a European-wide partnership can look in practice.
2013-02-19
All the worlds a crises? The real estate bubble, government depts, economic weakness and/or bank runs ... Many people are cheesed of those bad news. Is the art sector the last paradise? Yes and no. Yes, because the arts and creative sector is a value on its own, and a driving force for the growth of regions and countries. No, because many cultural institutions come under economic pressure so far.
In this scenario, isnt it time to give impulses for the future? We will do so with our special "Positive Impulses" this month. Even from Greece, where last month at the 3rd Kufstein Summer School young professionals worked on in- novation strategies in the arts. The aim was to reflect about the role of arts management within an economic crisis like now in, but not limited to Greece. We publish the summary paper exclusively in this newsletter issue.
2012-06-12
Sustainability has become a buzz word in all areas of life ranging from sustainable finance to sustainable tourism or sustainable consumption. But "sustainable arts and culture" ... ?!
2012-02-16
In this issue we deliver news and background stories from Denmark, Russia, South Korea and the United States. But the perspective is not a national, but a global one. First of all, Peter Tarlow from Texas shares his ideas about the relationship between arts and tourism with us. Many cities, Dr. Tarlow considers, have not taken advantage of either the cultural side of the arts or the commercial side. But nearly each city have a local art scene, which could be an additional value for the community, if you include them in your tourism marketing concept. Tarlows main idea is about creating a co-operative atmosphere between the arts and tourism communities.
2011-10-11