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Orchestra Management: Models and Repertoires for the Symphony Orchestra [Hardback]

  • Formāts: Hardback, 242 pages, height x width: 234x156 mm, weight: 453 g, 7 Tables, black and white; 40 Line drawings, black and white; 40 Illustrations, black and white
  • Sērija : Routledge Research in the Creative and Cultural Industries
  • Izdošanas datums: 01-Aug-2022
  • Izdevniecība: Routledge
  • ISBN-10: 1032052325
  • ISBN-13: 9781032052328
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  • Cena: 191,26 €
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Orchestra Management: Models and Repertoires for the Symphony OrchestraPalielināt
  • Formāts: Hardback, 242 pages, height x width: 234x156 mm, weight: 453 g, 7 Tables, black and white; 40 Line drawings, black and white; 40 Illustrations, black and white
  • Sērija : Routledge Research in the Creative and Cultural Industries
  • Izdošanas datums: 01-Aug-2022
  • Izdevniecība: Routledge
  • ISBN-10: 1032052325
  • ISBN-13: 9781032052328
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781032052328.html
Keywords:
"Every orchestra in the world oscillates between crisis and survival. This perpetual movement makes innovation, both in organizational form and in artistic product, vital to the sustainability of the symphony orchestra. Based on case study research in Flanders, Amsterdam and London, this book reflects on the sustainability crisis of the orchestra by framing it as a legitimacy crisis that affects both the orchestra's artistic and organizational identity. The aim of this book is to explore the dynamics between various and often conflicting factors in the orchestra's quest for survival, and to show how these organizational dynamics relate to the orchestra's repertoire. By highlighting the importance of every organization's specific environment to which it needs to adapt, this book illustrates that the orchestra field is not a field that relies on best practices. The book reflects on conventional as well as innovative orchestra models, making the comparative point of view relevant for academic or practice-based researchers, orchestra managers, policymakers and subsidizing bodies interested in sustainable and future-oriented orchestra management"--

Based on case study research in Flanders, Amsterdam and London, this book reflects on the sustainability crisis of the orchestra by framing it as a legitimacy crisis that affects both the orchestra’s artistic and organizational identity.

Recenzijas

"Symphony orchestras are confronted with a huge challenge: how to replenish their audiences by attracting new generations? In Orchestra Management, Arne Herman looks at different models of symphony orchestras from a European comparative perspective, providing insight into their business models and corresponding programming policies. This publication is a significant and unique contribution to this very critical debate about the future of symphony orchestras." Annick Schramme, Academic Director Master Cultural Management, University of Antwerp, Belgium

"Orchestra Management provides very useful information, evidence-based through a variety of case studies, that helps to understand the complexity of current legitimacy issues in orchestras. Focusing precisely on the causal link between models and repertoires is both innovative and insightful. Highly recommended reading for orchestra managers and programmers." Janneke Slokkers, Freelance Artistic Manager, The Netherlands

This book shows how organizational models can shape the artistic programming as well as approaches to urgent issues such as the development of new programming formulas, ageing audiences, and income diversification. In times were competition for funding amongst organizations increases, this book is likely to become a reference in the literature. Practitioners in the field of classical music and scholars of arts management will greatly benefit from the cases presented in this volume and from its extensive bibliography. Carlo Alberto Petruzzi, Arts Management Network

List of figures
xi
Acknowledgments xiii
Introduction 1(9)
Defining the symphony orchestra
1(1)
What crisis?
2(3)
Chapter overview
5(5)
1 Symphony orchestras in Europe
10(28)
The orchestra and its repertoire
10(1)
The heroic rise of the symphony orchestra
11(6)
The orchestra and its canon
17(4)
The impact of legitimacy pressures
21(1)
Financial precariousness of the orchestra
22(2)
The adoption of a dominant logic
24(3)
Pragmatized aesthetics
27(1)
The compromise of the musical canon
27(2)
The democratic orchestra
29(1)
The hybridization of the aesthetic
30(2)
The sustainable symphony orchestra
32(6)
2 Orchestra management in Flanders: the struggle for artistic territory
38(48)
Introduction
38(3)
Antwerp Symphony Orchestra
41(1)
A brief history of the Antwerp Symphony Orchestra
42(3)
Business model of the Antwerp Symphony Orchestra
45(4)
Programming policy of the Antwerp Symphony Orchestra
49(10)
Strengths and limitations of the ASO model
59(1)
Gjsco Phil
60(1)
Foundational principles of Casco Phil
61(1)
Business model of Casco Phil
62(6)
Programming policy of Casco Phil
68(9)
Strengths and limitations of the Casco Phil model
77(1)
Marking artistic territory in Flanders
78(1)
The division of subsidies
79(2)
The division of repertoires
81(5)
3 Music organizations in Amsterdam: divide and create
86(52)
Introduction
86(3)
Royal Concertgebouworkest
89(1)
A brief history of the Concertgebouworkest
90(6)
Business model of the Concertgebouworkest
96(6)
Programming policy of the Concertgebouworkest
102(16)
Strengths and limitations of the RCO model
118(2)
Splendor Amsterdam
120(1)
Foundational principles of Splendor
120(1)
Business model of Splendor
121(5)
Programming policy of Splendor
126(4)
Strengths and limitations of the Splendor model
130(2)
Restoring the symmetries in Amsterdam
132(6)
4 The Anglo-Saxon orchestra model: Creative Darwinism in London
138(55)
Introduction
138(2)
London Symphony Orchestra
140(1)
A brief history of London Symphony Orchestra
141(6)
Business model of London Symphony Orchestra
147(6)
Programming policy of London Symphony Orchestra
153(11)
Strengths and limitations of the LSO model
164(2)
Aurora Orchestra
166(1)
The history of Aurora Orchestra
166(3)
Business model of Aurora Orchestra
169(6)
Programming policy of Aurora Orchestra
175(10)
Strengths and limitations of the Aurora Orchestra model
185(2)
Between commercialism and artistry in London
187(6)
5 Artistic innovation through orchestra models
193(46)
Comparing orchestra models
194(1)
Organizational parameters
195(5)
Business model alignment
200(8)
Design principles of alternative orchestra models
208(3)
Comparing repertoires
211(1)
Factors impacting programming
211(3)
Programming policies
214(5)
Programming trends
219(7)
Conclusion: models and repertoires for the symphony orchestra
226(1)
Challenging the dominant logic
226(4)
Interlocking value cycles
230(9)
Index 239
Arne Herman received his PhD in music aesthetics from the University of Antwerp after having obtained degrees in musicology, philosophy and clarinet. He is active as a musical programmer and dramaturg in Antwerp.