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CfP: Artivate - A Journal of Entrepreneurship in the Arts

Creative placemaking is a topic of increasing relevance in the U.S. and around the world. However, little attention has yet been paid in the scholarly literature to the role of the arts entrepreneur or the entrepreneurial behavior of arts organizations in creative placemaking theory or practice, including in the policy domain. Deadline for applications is 15 April 2017.

Management Topic: Organisation & Leadership
Cultural Area: Literature+Media
Submitted by editor-in-chief on Mar 12, 2017

CfP. International Journal of Entrepreneurship and Small Business Special Issue

The special issue on Anatomy of Cultural and Creative Entrepreneurship: Past, Present and Future seeks to identify the epistemological development of cultural and creative entrepreneurship over time. More specifically, the objective is to detect the paradigmatic shifts in this field, to gain an understanding of its evolution, trajectory changes, present state and possible future developments. The deadline for submissions is 20 April 2017.

Management Topic: Organisation & Leadership
Cultural Area: Creative Industries
Submitted by editor-in-chief on Feb 23, 2017

CfA: NATFA - International Summer Academy on Entrepreneurship and Leadership in the Performing Arts and Creative Industries

The National Academy for Theater and Film Arts (NATFA) is delighted to announce the first edition of the International Summer Academy “ROCK THE BOAT! Entrepreneurship and Leadership in the Performing Arts and Creative Industries: International Trends and Local Specificity”, taking place in Sofia, Bulgaria, 12-16 June 2017. The summer academy aims at participants who are interested in innovation of arts and cultural leadership within european cultural cooperation, networking and policies. The deadline for submitting and application is May 31st 2017.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Feb 06, 2017

The A to Z of Arts Management - Upward Management

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. In this series, I introduce a selection of neglected aspects and competencies from my book “The A to Z of Arts Management”. This final chapter is about how leaders in the arts can upwardly manage stakeholders with a powerful impact on their work, and enable staff to upwardly manage their bosses as well.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Dec 21, 2016

Arts Management Quarterly No 125: Cooperation and Collaboration in Arts Management

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.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Nov 30, 2016

The A to Z of Arts Management - Uncertainty

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. 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.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Nov 08, 2016

The A to Z of Arts Management - Love

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. 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.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Oct 17, 2016

DeVos Institute Fellowship for U.S. and International Arts Managers

Given the magnitude of challenges facing the arts sector, the need for effective arts managers is growing every year. Similarly, the need for cross-cultural collaboration is as great as ever. Since 2001, the DeVos Institute has brought together arts managers from across the United States and around the world to study fundraising, marketing, financial management and planning. With the move to the University of Maryland, the Institute has revamped a highly competitive fellowship program for arts managers. The Institute’s fellowship program is offered free of charge to arts managers from across the United States and around the world who are selected through a competitive application process. These fellows attend a four-week program in residence at the University of Maryland each spring for three consecutive years. Applications are due to December 1, 2016.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Oct 08, 2016

Arts Management Quarterly No 124: An entirely new Arts Management

Societies worldwide are currently facing far-reaching and often challenging developments. And although every country’s 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.

 

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Sep 29, 2016

The A to Z of Arts Management - Empathy

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. I’ve used some great arts management books to both learn from and teach with. All of them offer great insights into the role. But they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. And so I wrote the A to Z of Arts Management to talk about aspects and competencies that aren’t usually found in many management textbooks. I will introduce some of them, such as love, holidays or upward management, in this series on Arts Management Network. In this chapter, 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.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Sep 19, 2016