This book provides an in-depth exploration of two key aspects of managing cultural collaborations: managing the multiple identities of venture participants and managing the diverse images and brand relationships.
There are a variety of books available on mergers and acquisitions in the corporate world, but cultural joint ventures have not been examined in detail, and there are significant differences to consider. Cultural joint ventures are emerging as an important organizational structure in the creative sector. This is largely due to uncertainties in public funding, increased competition for audiences, and the ongoing search for innovative programming. Although arts organizations need to understand and manage these economic aspects, other aspects including internal culture, identity, and brand image are vital to the successful management of cultural joint ventures. Taking a global view and covering a variety of creative collaborations, the authors present case studies from Scandinavia, Europe, North and South America, and New Zealand.
From a managerial point of view, this book is valuable not only for a range of managers working in different types of cultural centres but also for managers working within various collaborative efforts in the creative industries more broadly. This will also be a valuable resource for researchers and scholars in the fields of arts management and marketing.
1. Introduction Part I Managing the Multiple Identities of Cultural Joint Ventures 2. Multiple Organizational Identities Within Cultural Joint Ventures 3. Managing Interorganizational Identities 4. Cases and Managerial Implications of Cultural Joint Ventures Part II Managing the Multiple Images and Brand Relationships of Cultural Joint Ventures 5. Multiple Brand Identities and Images in Cultural Joint Ventures 6. How to Manage and Join Multiple Brands 7. Cases and Managerial Implications Part III Bridging the Multiple Identities and Images of Cultural Joint Ventures 8. Components of an Identity-Image View of Cultural Joint Ventures 9. Organisational Structure, Culture, and Practices – Enabling or Hampering Boundary Crossing 10. Facing the Challenges in Cultural Joint Ventures - Managerial Implications 11. Capturing the Joint and Separate Organisational Identities, Brands and Practices 12. Cases and Managerial Implications of Cultural Joint Ventures Part IV Future of Cultural Joint Ventures 13. Key Future Trends for Cultural Joint Ventures Part V Final Words 14. Concluding on the Key Points 15. Towards a Model on Identity-Image Management of Cultural Joint Ventures