The Cultural Policy and Management Research Centre (KPY) at Istanbul Bilgi University is once again delivering its annual publication, covering major issues and debates of the 2014-
2015 period. This 2014-2015 issue is the fifth in the KPY Yearbook series, published by Istanbul Bilgi University Press.

The central theme of the 2014-2015 Yearbook is the changing relationship between state and culture thus the overall title of the Focus section is Cultural Interventions. Under this title the book has two sub-sections, the first addressing new public policies towards the cultural field, and the second exploring civil society responses. The book is discussing the theme of Cultural Interventions within a comparative perspective, with cases from different countries. Thus, in the Turkish context, there have been recent attempts by the Turkish government to close down state cultural institutions, and to put in place a new regime of cultural governance. Also, in the Turkish context, there is vital issue of state-generated censorship of cultural expression. Elsewhere there are questions regarding state support for the arts in a context of deepening financial crisis. There is also the issue, in all regions, concerning the sustainability of ever growing numbers of cultural institutions and players.

The second issue concerns the changing civil society response to official public cultural policies. Here we have analysis from Turkey and Bulgaria, on civil society activism in the face of emerging authoritarian state cultural politics.

In each Yearbook we have a themed Focus section, and an Open Space section. In 2014-2015 Yearbook the Open Space contains articles on cultural policy research, participatory governance of funding in the arts, shopping malls as cultural spaces and a letter from Syria. The Review section contains reviews of relevant publications and conferences.

The Compleat Multilateral Intellectual & Cultural Property Rights Series (CMICPRS) documents the history of intellectual & cultural property relations between Nation-States between 1874 and 2016.  In fact, the multilateral ICPR regime pre-dates the term 'Nation-State'.  The term ‘multilateral’ means relations between three or more Nation-States and/or International Organizations such as the United Nations, UNESCO, the World Intellectual Property Organization (WIPO) and the World Trade Organization (WTO).

Most instruments are not indexed nor in most cases titled by chapter, section or article.  CMICPRS is the most comprehensive and only standardized, fully titled and indexed edition of these legal instruments which constitute the multilateral intellectual & cultural property rights regime and establish the legal foundation for the industrial organization of the global knowledge-based economy.  Including duplicates appearing in more than one volume, 194 multilateral instruments are presented in the series consisting of four volumes:

 

Introduction: The Compleat Multilateral Copyright & Related Agreements, Conventions, Covenants & Treaties, 1886-2007, March 2007, ISBN 978-0-9689523-5-1.

 

Vol. I - The Compleat Multilateral Copyright & Related Agreements, Conventions, Covenants & Treaties 1886-2016, 2nd edition, August 31, 2016, ISBN 978-0-9921335-0-4.

 

http://www.compilerpress.ca/Compilation%20Project/Vol%20I%20CMCR.pdf

Vol. II - The Compleat Multilateral Patent & Related Agreements, Conventions & Treaties 1883-2008, July 2008, ISBN 978-0-9689523-7-5.

 

Vol. III - The Compleat Multilateral Trademark & Industrial Design, Agreements, Conventions & Treaties 1883-2008, August 2008, ISBN 978-0-9689523-6-8.

 

Vol. IV - The Compleat Multilateral Cultural Property & Related  Agreements, Charters, Conventions, Covenants and Treaties 1874-2008, February 2009, ISBN 978-0-9689523-8-2.

 

Vocational occupations are attractive not so much for their material rewards as for the prestige and self-fulfillment they confer. They require a strong personal commitment, which can be subjectively experienced in terms of passion and selflessness. The choice of a career in the cultural sector provides a good example of this. What are the terms of this calling? What predisposes individuals to answer it? What are the meanings of such a choice? To answer these questions, this book focuses on would-be cultural managers. By identifying their social patterns, by revealing the resources, expectations and visions of the world they invest in their choice, it sheds new light on these occupations. In these intermediary and indeterminate social positions, family heritages intersect with educational strategies, aspirations of upward mobility with tactics against downward mobility, and social critique with adjustment strategies. Ultimately the study of career choices in cultural management suggests a new take on the analysis of social reproduction and on the embodiment of the new spirit of capitalism. The empirical findings of this research conducted in France are set in a broader comparative perspective, at the European level and with the USA.

A growing body of research demonstrates how the arts including literary, performing and visual arts as well as architecture and design can greatly enhance the experience of healthcare, contributing to improved health outcomes, a better patient experience and lower healthcare costs. This unique book provides an overview of what the arts in healthcare can achieve and how to implement the arts in the most effective manner.

Exploring possibilities for innovative program design and implementation from healing gardens through public performances to bedside activities the text draws on examples from a wide range of arts. The book then goes on to look at how programs can be aimed at specific populations and fields, such as children, palliative care and caregivers.

This comprehensive book is an invaluable reference for all those studying or engaged in creating, designing, managing and evaluating arts in healthcare programs and initiatives.

Introducing the first macro-sociological perspective on the concept of creativity this book includes a review of ten domains which have studied creativity. It also explores the results of a six-year on-going research project comparing students' ideas on creativity with employers' and industry professionals' views.

This book is a collection of diverse essays by scholars, policy-makers and creative practitioners who explore the burgeoning field of cultural measurement and its political implications. Offering critical histories and creative frameworks, it presents new approaches to accounting for culture in local, national and international contexts.

Presenting concepts, knowledge and institutional settings of arts management and cultural policy research, this book builds on two assumptions that are simultaneously propositions. The first is that arts management research and cultural policy research evolve in an academic space that is very loosely connected, but nevertheless federated. The second is that we evolve in a field where there is a greater diversity of knowledge producers than it is often assumed. Practicing outside academia, many arts managers, policymakers, advocates, and other professionals still connect and mediate knowledge in spaces that are interconnected, and perhaps even more integrated than we would readily admit. This book offers a map, a representation of the concepts and spaces of knowledge production in the field. It constitutes an excellent introduction to students, and scholars and practitioners will find in it a renewed representation of the field and the seeds of an intellectual debate on our research community.

Arts and cultural activity in Asia is increasingly seen as important internationally, and Asias growing prosperity is enabling the full range of artistic activities to be better encouraged, supported and managed. At the same time, cultural frameworks and contexts vary hugely across Asia, and it is not appropriate to apply Westerns theories and models of leadership and management. This book presents a range of case studies of arts and cultural leadership across a large number of Asian countries. Besides examining different cultural frameworks and contexts, the book considers different cultural approaches to leadership, discusses external challenges and entrepreneurialism, and explores how politics can have a profound impact. Throughout the book covers different art forms, and different sorts of arts and cultural organisations.

Arts organizations cannot long survive without earning impassioned support from the communities they serve. Communities cannot reach their full potential without the benefits the arts can provide. For some, the arts as indispensable is a preposterous idea, yet nearly every stakeholder in the industry believes the arts value to be unquestionable. That gap accounts for most of the challenges arts organizations face. As long as the arts are seen as an amenity (at best), they will struggle in a world that only has time for that which is necessary. Mere relevance will not suffice. To compete in the marketplace of public value the required standard is indispensability. Engage Now! is a how to manual for the arts organization seeking to become invaluable. Engage Now! is a how to manual for the arts organization seeking to become invaluable. It Presents basic principles and practices of effective community engagement, Provides guidance for achieving systemic focus on engagement, and Outlines a process for becoming a universally recognized community asset. This book is intended for anyone with a vested interest in the arts. Since the arts are essential for healthy individuals and healthy communities, it is for everyone. However, far too few people are aware of their vested interest. That makes Engage Now! important for us all.

How to Articulate and Assess What Success Looks Like. The Social Profit Handbook offers those who lead, govern, and support mission-driven organizations and businesses new ways to assess their impact in order to improve future work rather than merely judge past performance.

For-profit institutions measure their success primarily by monetary gains. But nonprofit institutions are different; they aim for social profit. How do you measure the success of these social profit institutions, where missions are focused on the well-being of people, place, and planet?

Drawing upon decades of leadership in schools and the foundation and nonprofit worlds, author David Grant offers strategiesfrom creating mission time to planning backwards to constructing qualitative assessment rubricsthat help organizations take assessment back into their own hands, and improve their work as a result. His insights, illustrated by numerous case studies, make this book a unique organizational development tool for a wide range of nonprofit organizations, as well as emerging mission-based social venture businesses, such as low-profit corporations and B Corps.

The Social Profit Handbook presentsassessment and evaluation not as ends in themselves but as the path toward achieving what matters most in the social sector. The result: more benefits to society and stronger, more unified, more effective organizations prepared to make the world a better place.

Paperback, 192 pages. Publisher: Chelsea Green Publishing; first edition.

Management and the Arts, Fourth Edition provides you with theory and practical applications from all management perspectives including planning, marketing, finance, economics, organizational, staffing, and group dynamics ALL related to an arts organization. Whether you are a manager in a theatre, museum, dance company, or opera, you will gain useful insights into management. Topics written especially to help you with your management skills include:

* How arts organizations and management evolved
* The theories and processes behind strategic planning and decision making
* Organizing and organizational design
* Staffing and personal relations
* The tools and techniques available from communicating effectively and keeping track of information
* Budgeting, fundraising, and financial management
* Integrating various management theories and practical applications
* How to work effectively with boards
* Sections on e-marketing and Web marketing
* Includes: case studies, statistics, career, and financial information

Revised to reflect the latest thinking and trends in managing organizations and people, Management and the Arts, Fourth Edition features class-tested questions in each chapter, which help you to integrate the material and develop ideas as to how the situations and problems could have been handled. Case studies focus on the challenges facing managers and organizations every day, and "In The News" quotes give you real-world examples of principles and theories. Developing career skills and options, graduate and postgraduate training opportunities, and professional organizations and conferences are highlighted.



*Class-tested questions in each chapter

*In the News quotes give real-world examples of principles and theories

*New info on the hottest topics in management now from board relations to e-marketing

Paperback: 496 pages

Publisher: Focal Press; 4 edition (October 13, 2008)

In this work, cultural scholar D. Paul Schafer draws on a lifetime of research and reflection to consider the implications of what he calls the cultural world view and the promise it holds for a more humane and fulfilling future.

Arguing that the current world system is overly dominated by economic ways of thinking about and acting within the world, Schafer considers what would be the prerequisites for a cultural age, the ways in which a cultural age would transform patterns of human life, and the advances in human fulfilment that the adoption of such an age and its associated values would bring.

In less than fifty years, culture has moved from being seen as a peripheral activity in the world to being utterly indispensable to the achievement of vital social and developmental goals. It is now apparent that culture (and by this is meant culture in the broadest sense, as the sum of human experience and achievement) is intimately connected to all the world's most pressing problems - and may hold the solution to many of them.

Such problems are legion in today's world: climate change, glaring inequalities in the distribution of wealth and income, resource depletion, and conflicts between different nations, ethnic groups, and individuals. None of these problems can be addressed effectively, much less resolved, without recourse to the holistic, all-encompassing perspective that culture provides. Narrow views no longer suffice, and the status quo is unacceptable.

Paul Schafer has spent much of his life wrestling with these problems and demonstrating why culture has a crucial role to play in coming to grips with them. We ignore the book's timely, urgent, yet ultimately hopeful message at our peril.

Most artists earn very little, and yet there is no shortage of young people aspiring to the field. It's widely believed that these individuals are selflessly dedicated to art, or that price does not reflect aesthetic quality, or that the arts are "free." But how much of this is true? This unconventional multidisciplinary analysis explains the exceptional economy of the arts - an economy that operates successfully in the marketplace but has more natural affinities with gift giving than commercial exchange.

July 2002, Amsterdam University Press, Language: English


Description in Dutch:

Kunstenaars verdienen vaak weinig. Toch is er aan jonge kunstenaars geen gebrek! Nemen zij het beperkte financiële gewin voor lief of weten zij niet beter? De overheid levert een bijdrage om de lage inkomens te compenseren, maar door subsidies lijkt de armoede onder kunstenaars slechts toe te nemen. In deze onconventionele en multidisciplinaire studie analyseert fotograaf, schilder en econoom Hans Abbing de uitzonderlijke economie van de kunsten: wijden kunstenaars zich geheel belangenloos aan hun werk, of laten zij zich wel degelijk leiden door economische motieven.

Strategic Management in the Arts looks at the unique characteristics of organisations in the arts and culture sector and shows readers how to tailor a strategic plan to help these diverse organizations meet their objectives. Strategic management is an essential element that drives an organisation's success, yet many cultural organizations have yet to apply strategic thinking and entrepreneurial actions within the management function. Varbanova reviews the existing theories and models of strategic management and then relates these specifically to cultural organisations. Also included are sections on entrepreneurship and innovations in the arts, considering the concept of a 'learning organisation' - an organisation able to adapt its strategy within a constantly changing, complex environment. The book is structured to walk the reader through each element of the strategic plan systematically. With a fresh approach, key questions, examples, international cases to connect theory with practice and suggestions for further reading, this book is designed to accompany classes on strategic planning, cultural management or arts management.

Arts Leadership: International Case Studies is an edited collection of international case studies discussing approaches to arts leadership and management. In some examples the cases are templates for innovative leadership in the arts; in others they demonstrate the challenges that are presented by the complexity of arts leadership in an ever changing environment. Over the past decade approaches to leadership and management in the arts have changed to accommodate many environmental and social issues.

Approaches to arts leadership have also been affected by different working structures, expectations of governance and a focus on outcomes more than process by stakeholders. Understandings of successful approaches to innovation and creativity have also impacted on the way arts leadership is understood and practised within a contemporary context.

The tremendous construction boom in China led to an expansion of the cultural infrastructure: Hundreds of new theaters, museums and multiplex cultural centers have been built during the last ten years or are currently under construction or being planned. The result: A huge demand for staff.

After the great success of the advanced training and study program "Culture Management in China in 2009, this project continued with its second edition in 2010, with a wider range of fields involving cultural centers, performing arts institutions, film and theater festivals, music and cultural agencies, museums and media sector. The aim is to provide the participants with universally applicable management tools for cultural organizations as well as to enhance their understanding and capability for international exchange or coproduction projects.

One tool is audience development. In these days audience development is important not only in Germany, but also in China because it is necessary to initiate, to build and to court the mutual relation between arts and audience.



This book mainly depicts the perspective of nine young Chinese cultural managers on their field of expertise in China. The selected essays give an insight to the cultural sector system of China in comparison to Germany, media sector, the German and Chinese film industries, audience development in museums and the Chinese contemporary art market.

Leadership has never been more important to the cultural industries. The arts, together with museums and heritage sites play a vital part in keeping economies going, and, more importantly, in making life worth living. People in the sector face a constant challenge to find support for their organizations and to promote the value of culture. Leadership and management skills are needed to meet the mission of creative arts and cultural organizations, and to generate the income that underpins success. The problem is where can you learn these essential skills? "The Cultural Leadership Handbook" written by Robert Hewison and John Holden, both prime movers in pioneering cultural leadership programmes, defines the specific challenges in the cultural sector and enables arts leaders to move from 'just' administration to becoming cultural entrepreneurs, turning good ideas into good business. This book is intended for anyone with a professional or academic interest anywhere in the cultural sector, anywhere in the world. It will give you the edge, enabling to you to show creative leadership at any level in a cultural organization, regardless of whether your particular interest is the performing arts, museums and art galleries, heritage, publishing, films, broadcasting or new media.

The study of arts and entertainment management is rapidly increasing all over the world. Key Issues in the Arts and Entertainment Industry offers a unique addition to the literature by taking an international perspective on the contemporary issues in these rapidly expanding sectors. With an experienced contributing team comprising subject experts from world-class academic and industry-based organisations, this new book covers every major sector of the arts and entertainment industry. Using up-to-date case studies from all over the world, it provides an in-depth critical analysis of hot topics and controversial issues ranging from social networking and Twitter, to reality TV and digital rights management.

Divided into 12 chapters for easy semester teaching, each chapter includes an illustrative case study to encourage students to apply their academic learning to real, work-based scenarios, as well as an accompanying PowerPoint lecture presentation and a tutorial discussion sheet to provide maximum ease of use for busy lecturers.

Key Issues in the Arts and Entertainment Industry covers a diverse range of issues, including:

- The audience experience: changing roles and relationships
- Funding with a new agenda
- Branding arts & entertainment
- Intellectual property in the digital age
- The future of broadcasting
- Cultural leadership

This publication is essential reading for level 6 undergraduate and Masters level students studying for courses on Entertainment Management, Arts Management and Cultural Management, Policy and Leadership. It is equally valuable for practitioners (chief executives, producers, general managers, marketing managers, consultants, policy makers) and board members of arts and entertainment organisations.

Whether the art form is theater, dance, music, festival, or the visual arts and galleries, the arts manager is the liaison between the artists and their audience. Bringing together the insights of educators and practitioners, this groundbreaker links the fields of management and organizational management with the ongoing evolution in arts management education. It especially focuses on the new directions in arts management as education and practice merge. It uses case studies as both a pedagogical tool and an integrating device. Separate sections cover Performing and Visual Arts Management, Arts Management Education and Careers, and Arts Management: Government, Nonprofits, and Evaluation. The book also includes a chapter on grants and raising money in the arts.

Selected Contents:

1. Introduction: The Field of Arts Management-Challenges and New Directions, Meg Brindle and Constance DeVereaux

Part I. Performing and Visual Arts Management

2. Facilities Management: Arts Facilities-Schedules, Agreements, and Ownership, Patrick Donnelly

3. Theater Production Management Guidebook, Kevin Murray

4. "Doing It All": The New Arts Manager's Guide to Presenting Performances in a Public Venue, Kira Hoffmann

5. An Introduction to Festival Management: Old Ways, New Directions, Juha Iso-Aho

6. Gallery Management, Trudi Van Dyke


Part II. Arts Management: Education and Careers

7. Through, With, and In: The Arts and Education, James E. Modrick

8. Careers and Internships in Arts Management, Meg Brindle

Part III. Arts Management: Government, Nonprofits, and Evaluation

9. Arts and Cultural Policy: What Governments Do (and Don't Do) to Make Arts Happen, Constance DeVereaux

10. Starting a Nonprofit Organization: The Business Side, Kathryn Calafato

11. Fund-Raising and Grant-Writing Basics for Arts Managers, Constance DeVereaux

12. Evaluation in the Arts, David B. Pankratz