Strategic Cultural Center Management
- Available for pre-order. Item will ship after March 14, 2021
Strategic Cultural Center Management focuses on private cultural centers and their operational preconditions. The aim is to illustrate how to strategically manage a cultural center in varied external environments.
Analysing processes of organizational change, the author uses institutional and resource dependence theories alongside concepts such as business models, profitability, mission focus, and quality management. The book examines theoretical and managerial implications, highlighting that cultural managers lean towards different strategies that diversify resource streams, facilitating agile strategic responses to institutional pressures.
Offering valuable theoretical, empirical, and conceptual analysis, this book serves as an incomparable reference for researchers, postgraduate students, civic leaders and arts managers involved in the creative and cultural industries.
Table of Contents
1 Introduction to Cultural Centers
1.1 What is a Cultural Center?
1.2 The Jungle of Organizational Types
1.3 Cultural Centers Through an Economic Lens
1.4 Decentralized Organizations
1.5 Conceptual Framework
1.6 Overview of the Study
1.7 Summary and Conclusions
2 Research on Cultural Center Management
2.1 Earlier Studies on Cultural Centers
2.2 Summary and Conclusions
3 Cultural Center Business Models
3.1 What exactly is a Business Model?
3.2 Positioning Cultural Centers in the Landscape of Business Models
3.3 Business Model Innovation among Private Cultural Centers
3.5 Summary and Conclusions
4 The Business of Art or the Art of Business?
4.1 Business and Arts
4.2 Business of Art: Dealing with the Profitability Aspect
4.3 Art of Business: A Pioneer Mindset
4.4 Summary and Conclusions
5 Institutional Pressures and Cultural Center Management
5.1 A Glimpse into Institutional Theory
5.2 Why is Institutional Isomorphism Still Relevant?
5.3 How do the Institutional Pressures Work?
5.4 Institutional Change
5.5 Managing a Cultural Center through the Minefield of Institutional Pressures
5.6 Institutional Pressures According to Center Type
5.7 Summary and Conclusions
6 Resource Dependence and Strategic Cultural Center Management
6.1 Basics of Resource Dependence Theory
6.2 Interdependency, Strategic Options and Power
6.3 The Role of the Environment
6.4 Strategies to Overcome Dependence
6.5 An Overview of Environmental Interdependencies in Cultural Centers
6.6 Resource Dependence: The need for diversified funding
6.7 Environmental interdependencies
6.8 Summary and Conclusions
7 Mission Focus and Resource Strategy Management in Cultural Centers
7.1 Mission focus or mission drift?
7.2 A Cultural Center viewpoint on Mission Drift
7.3 Resource strategy management
7.4 A Quantitative Analysis of Mission Drift in Private Cultural Centers
7.5 Summary and Conclusions
8 Quality and Profitable Cultural Centers
8.1 What is Quality and Quality Management?
8.3 Measurement of both Quality and Profitability in Arts Organizations
8.4 Mixing Quality and Profitability: A Need for Diversified Funding
8.5 Summary and Conclusions
9.1 Contributions of this book
9.3 Concluding words
Tomas Järvinen is CEO and Principal of Folkhälsan Education, Finland. He holds a PhD in Arts Management (Sibelius Academy, University of the Arts, Helsinki).