This research compendium of arts governance brings expert insights from management through the humanities and social sciences to provide a comprehensive global overview of how the field is evolving as the world is in turmoil.
This research compendium of arts governance brings expert insights from management through the humanities and social sciences to provide a comprehensive global overview of how the field is evolving as the world is in turmoil.
Moving beyond the traditional governance focus on boards, the book is structured across a framework that provides five levels of analysis: individual board directors, boards, arts organisations, community collaborations, and public policy instances around the world. Contributors examine urgent contemporary issues in arts governance such as toxic leadership, bad behaviour, discrimination, and post-colonialism. They present governance definitional challenges, governance struggles for organisations of different sizes and types, in different regimes, with different accountabilities, complexities, collaborations and policy environments.
Experts from around the world are brought together in this book to explore and illuminate the creative sectors distinct dynamics in arts governance. The book is an essential scholarly resource for academics, students and reflective practitioners of arts and cultural management.
Introduction: Enriching the governance field
1. Introductory reflections
on arts governance: Progress or prospect?
2. Seeking legitimacy for arts
governance: Definitional challenges and resolutions Part I: Individual
directors, power and diversity
3. Arts governance in cultural organizations:
Experiences of board members of African descent in the US
4. Balancing
identities: Board members dual roles in small, volunteer-operated artistic
organisations
5. Abusive leadership in the arts and the crisis of
accountability
6. Performing arts governance and the African personality
ideology: A focus on Ghana Part II: Governance, the board-organisation nexus
and its accountabilities
7. Practices at the nexus of logics when boards and
co-leaders undertake governance work
8. Accountability and governance in
cultural organizations
9. Nonprofit cultural governance: France versus USA
Part III: Complexity of governance in organisations
10. Who really governs
and how: Power, influence, and the role of dominant coalitions in the
governance of nonprofit arts organisations
11. Co-governance of an arts
organization and its parallel foundation: A role space shared by two boards
12. Cultural governance from an international comparative perspective
13.
Hoisted by their own petard? Dynamics of inclusivity and exclusivity among
large nonprofit arts organizations and governance reconsidered
14. Governance
complexity in industrial heritage museums Part IV: Governance of
collaboration in communities and fields
15. From government to governance:
Engaging funding stakeholders through collaborative governance
16. Korean
disability arts policy and collaborative governance
17. Collaborative
governance approach to sustainable development in local communities: Insights
from the managers of US-based arts and culture nonprofits
18. Resilience in a
time of crisis: A piece of the cultural governance puzzle Part V: Policy
environments and cultural governance
19. The fragility of cultural
governance: A re-evaluation of the cultural city project in Korea
20.
Cultural governance in hybrid regimes: Strategies and models of and for
survival: A view from Serbia
21. Government as guarantor of artistic freedom?
Public governance of the arts in Sweden
22. Cultural governance as field
governance: Interest groups and the transformational work on cultural policy
23. Cultural observation for cultural governance: Between contemplation and
transformation
24. Governance of live performing arts: Building strong
cultural institutions in developing countries
25. Anti-capitalist and
decolonised cultural governance
Ruth Rentschler is Professor of Arts and Cultural Leadership in UniSA Business, University of South Australia.
Wendy Reid is Honorary Professor in Management at HEC Montréal, Canada.
Chiara Carolina Donelli is Assistant Professor at the Venice School of Management at CaFoscari University of Venice, Italy.
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