Our current context of internationalisation, globalisation, and the increasing global migration presents challenges and opportunities for the arts and cultural sector. With creative and aesthetic expressions inherently reflective of cultural ideas, knowledge and values, arts and cultural managers have a significant role to play in directing, administering and mediating intercultural understanding. This refers to the ability to know, accept, value, and empathise with alternative perspectives and perceptions of the world.
By Victoria Durrer, Ina Ross and Raphaela Henze
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.
The 8th Vienna Music Business Research Days will be held at the University of Music and Performing Arts Vienna, Austria, from September 12 to 14, 2017. This interdisciplinary conference on “Unchaining the Digital Music Business” calls for methodological multiplicity and is open to scholars from all scientific areas. The conference organizers invite scholars who have a research focus on music business/industry related topics to submit a paper proposal by March 31, 2017.
This year’s Network of European Museum Organisations (NEMO) conference took place November 10 – 12 at Baden State Museum in Karlsruhe, Germany. 160 Participants from 36 countries came together to exchange about promising approaches on „Money Matters: The Economic Value of Museums”. Only a few of them dealt with new funding opportunities in the first place. Instead, the conference opened new perspectives on measurement, cooperation and communication as premisses for a better and long-term financial coverage.
The winners of the first YAJA edition in 2016 have been announced. YAJA is a project by Art News Portal to foster art journalism among journalism and creative art students worldwide. Themed "Contemporary art and culture captured by emerging journalists and creatives", YAJA gives students who found their love for journalism the opportunity to showcase their talent in capturing art and culture in a creative way. Interested? Entries for 2017 are already open. All entries will be published on ArtNewsPortal.com, including social channels and eNewsletter.
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.
The Museum Ideas conference explores the future of museums in the era of participatory culture and exists to share pioneering ideas and spark transformative change. The sixth annual conference will take place in early October 2017 in London. The conference organisers are particularly interested in new digital initiatives, public engagement, participatory practice and social impact.
The 24th ENCATC Annual Conference "Cultural Management Education in Risk Societies - Towards a Paradigm and Policy Shift?!” took place in Valencia, Spain, from 5–7 October, 2016. The event brought together about 160 academics, researchers and professionals from the cultural sector, policy makers, artists and students from over 30 countries. And with a more focused and application oriented program their debates about the new paradigm needed for cultural management and policy to face today’s risk societies could have in fact been very fruitful and inspiring.
"Introduction to International Arts Management", the first book published on this topic in German, deals with the reactions of arts managers in more than 45 countries around the world to globalization and illustrates how arts organizations strive to internationalize not only to increase competitiveness, but also to reach out to an increasingly diverse audience and bring the potential and talent that is inherent in this diversity to the forefront. "Introduction to International Arts Management" strongly advocates for more international transfer and for interdisciplinary networks of academics and practitioners to foster critical discourse about arts management practice and to develop sustainable strategies to deal with increasingly diverse societies.
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.