Call for Papers: Cultural Entrepreneurship & Cultural Management at EURAM Conference 2018

The European Academy of Management aims at advancing the academic discipline of management in Europe. With the theme „Research in Action“, EURAMs 2018 conference in Reykjavik wants to debate about how to accelerate knowledge creation in management. Papers on tracks such as Cultural Entrepreneurship or Management and Governance of Culture, Heritage and Tourism can be submitted by 10 January 2018.

An overview of all tracks can be found here:

Track 03_06 Cultural Entrepreneurship - Innovative Issues in Arts Business and Cultural & Creative Industries (CCI)

Short Description:

This track focuses on research and innovative management practices in the arts business and cultural & creative industries (CCI). The arts sector and creative arts industries are growing in Europe and in other western countries. They have become one of the most important and inno- vative economic sectors, in which cultural entrepreneurs perceive opportunities and create or- ganizations. Therefore, a scientific focus on entrepreneurship, management and marketing in creative arts business seems necessary, e.g., personnel management or governance issues. In this context, the topics of key antecedents, effects and specifics of cultural entrepreneurship need to be explored from a theoretical perspective as well as in practice.

Long Description:

In Europe and in other Western countries arts businesses and cultural & creative industries (CCI) have become one of the most important and innovative economic sectors, where cultural entrepreneurs perceive opportunities and create organizations. Therefore, a scientific focus on entrepreneurship, management and marketing in creative arts business seems necessary. Key antecedents, effects and specifics of cultural entrepreneurship need to be explored from a the- oretical perspective as well as in practice. Contributions to this track may address the research topics listed below with methods such as empirical comparative analyses, qualitative analyses and case studies, or theoretical frameworks in cultural entrepreneurship and arts management. Mixed method approaches are also very welcome.

  • Interactions and interdependencies between culture, creativity and the economy: Do creativ- ity and complexity of the arts sector necessitate a particular leadership or management style? Do cultural entrepreneurs promote the local, regional, or national economy? How can the de- velopment of the cultural sector be managed and organized? Does economic success foster or inhibit creative, innovative and artistic work?
  • Individuals and teams, groups and networks: Does management in the arts sectors require specific social and methodological skills and expertises? Do new technologies or tools offer advantages for managing the creative process? How do education and training influence cul- tural entrepreneurship? What role does cultural and artistic creativity play in the context of economic and technological innovation?
  • Entrepreneurship in the arts sector: Are there theoretical frameworks for “success factors” of new ventures in creative industries? Do entrepreneurial posture and behaviour have an effect on success? Are there differences between “regular” self-employment and free-lancing in cre- ative industries? What support instruments could be made available to this specific group? Do artists and creative workers require specific methods for identifying, exploring and exploiting opportunity? Which methods and tools are important for innovative marketing in creative in- dustries?
  • Family businesses and new cultural start-ups: How do these two kinds of businesses interact? Often family businesses support cultural institutions (CSR), or they generate new start-ups or institutions via sponsoring or foundations.
  • New ways of financing start-ups and projects in creative industries, in the arts and cultural entrepreneurship: How does this kind of financing work for different kinds of start-ups?
  • Arts Governance: Are governance and management complementary streams of necessary entrepreneurial practice? Is there a need for boards of directors to raise funds, liaise with stake- holders, and work on limited resources?

Publishing Outlets:

  • International Journal of Arts Management (IJAM)
  • International Journal of Entrepreneurship & Small Business (IJESB)
  • FGF Studies in Small Business and Entrepreneurship (Springer)
  • International Journal for Creativity and Innovation management (CIM)Corresponding 

Proponent: Elmar D. Konrad,

Track 11_04 Management and Governance of Culture, Heritage and Tourism

Short Description:

The applications of management to the culture, heritage and tourism is a subject that has gained an increasing relevance over the last decade. Despite such a growing body of literature, we believe that the understanding of this issue is still limited and that there are several managerial and organizational challenges worth to be investigated. Thus, the aim of this track is to contribute to extant debate by encouraging scholars to discuss about new lines of inquiry, and widen the overall spectrum of perspectives, methodological tools and expected contributions to extant literature.

Long Description:

The management and governance of culture, heritage and tourism are subjects that have gained an increasing relevance at the academic level over the last decades. In line with such a surge of interest, this track aims at contributing to extant debate by encouraging scholars to discuss about new lines of inquiry, and gathering theoretical and empirical contributions addressing both the general topic of management and governance of culture, heritage and tourism and its more specific issues. Because of the highly complex nature of the phenomenon of interest, the drivers of the analysis should be the management and governance processes in capturing and explaining the full gamut of complexities present in such dynamics. Moreover, an interesting focus could be the role of public and private actors’ actions, as well as the way they interact with each other to achieve their own/collective outcomes, in shaping the management and governance either at an organizational or system level.

In line with the general aim, we are particularly interested in studies seeking to tackle the complexity of the management and governance of the culture, heritage and tourism from different theoretical perspectives and with different methodological approaches. Specific topics to be addressed include but are not limited the following:

  • Management of cultural organizations;
  • Destination management;
  • Territorial governance;
  • Collaborative governance and networking management;
  • Managing change in cultural organizations;
  • Tourism and culture in the digital era (Web 2.0 tools, ICT, etc.);
  • Public policies and regulatory process;
  • Sustainable tourism;
  • HRM practices in cultural organizations;
  • Managing creative talent;
  • Cultural entrepreneurship.

Moreover, it is suggested to give attention to specific categories of actors, such as politicians (seen as enabling actors for territorial development); institutional entrepreneurs (seen as actors able to lead efforts to identify political opportunities, frame issues and problems, and mobilize constituencies); Institutions (such as Public Authorities, Universities, R&D Centres, etc.) in order to better understand how their preferences and choices could influence strategic “goal setting” processes.

The organizers are open to a diverse set of theoretical and empirical methodologies as well as to a range of empirical settings. Both qualitative and quantitative empirical approaches as well as conceptual and theoretically focused contributions are welcomed.

The presented papers may be considered for publication in a forthcoming European Management Review special issue, co-sponsored by track chairs.

Corresponding Proponent: Montanari Fabrizio,

Authors Guidelines and Submission Deadline

Please read the instructions carefully prior to submitting:

  • One presenting author per paper submission. 
  • Each individual is limited to one personal appearance on the programme as a presenting author. This policy precludes acceptance of papers for more than one presentation. In other words, an author can submit and present only one paper. However, a presenter can always be a non-presenting co-author on additional papers.
  • Each paper can only be submitted to ONE track.
  • Submitted papers must NOT have been previously published and if under review, must NOT appear in print before EURAM 2018 Conference.
  • To facilitate the blind review process, remove ALL authors identifying information, including acknowledgements from the text, and document/file properties.(Any submissions with author information will be automatically DELETED;author information and acknowledgements are to be included in a SEPARATE document).
  • The entire paper (title page, abstract, main text, figures, tables, references, etc.) must be in ONE document created in PDF format.
  • The maximum length of the paper is 40 pages (including ALL tables, appendices and references). The paper format should follow the European Management Review Style Guide.
  • Use Times New Roman 12-pitch font, double spaced, and 1-inch (2.5 cm) margin all around.
  • Number all of the pages of the paper.
  • No changes in the paper title, abstract, authorship, track and actual paper can occur AFTER the submission deadline.
  • Check that the PDF File of your paper prints correctly and ensure that the file is virus-free. Submissions will be done online on the EURAM 2018 website 
  • Only submissions in English shall be accepted for review.In case of acceptance, the author or one of the co-authors should be available to present the paper at the conference. A presenting author can only present one paper at the conference.

More information can be found on the conference website:

Management Topic: Miscellaneous
Cultural Area: General
Submitted by editor-in-chief on Oct 24, 2017