Performing Arts Management in a Climate of Adjustment: Case Studies from Vietnam and Australia

The suitability of pertinent training packages and tertiary arts management courses from an Australian perspective are examined to determine whether these could be adapted for arts administration training in Vietnam. A qualitative case study approach was employed, using judgemental sampling. Two case studies were in Vietnam (the Vietnam National Symphony Orchestra and the Hanoi Youth Theatre), and two in Australia (the Sydney Symphony Orchestra and the Melbourne Theatre Company). Some arts administrators involved with managing these performing arts organisations were interviewed in-depth, and relevant documents, regulations and policies in the arts field were also analysed to lay a foundation for comprehending the operation and management of performing arts organisations in both countries, at a time of change. Findings indicate that globalisation and particularly economic changes are major pressures that are pushing arts organisations to adapt. Furthermore, in the context of the knowledge economy, credentials have become increasingly important for arts leaders to obtain their positions, while in order to be successful in their positions, practical experience, innovation and an entrepreneurial mindset proved to be even more essential. It is suggested that some pertinent arts management training courses in Australia could, if adapted, contribute to enhancing arts management and the entertainment industry in Vietnam, as well as providing mutual benefit to both Vietnam and Australia.

Further reading:
http://ses.library.usyd.edu.au/bitstream/2123/1115/1/01front.pdf
http://ses.library.usyd.edu.au/bitstream/2123/1115/2/02whole.pdf

Author: Dr Huong T.K. Le,
Researcher in management at School of Management and Marketing, Faculty of Commerce, University of Wollongong.
Publisher: School of Policy and Practice, Faculty of Education and Social Work, University of Sydney.