Hsieh, J. (2021). Creating a Global Cultural City Via Public Participation in the Arts:
Conversations With Hong Kong’s Leading Arts and Cultural Administrators. International Journal of
Arts Management, 24(1), 114.
Teissl, V., Mayerhofer, E., & Reid, W. (2021). Austrian Film Festival Forum: Cultural
Governance and Accountability in Viennese Film Festivals. International Journal of Arts
Management, 24(1), 103-113.This article draws a
portrait of the Austrian Film Festival Forum, an interest group that represents the concerns of film
festivals. Austrian film festivals are non-profit organizations and belong to a cultural sector
committed to a civil society that emerged in the 1970s. The sector is regulated by funding laws but its
working conditions are inherently precarious. Interest groups have been advocating for Fair Pay and have
been developing strategies for cooperative cultural governance as well as mutual accountability. Among
other projects, the Forum has seen to the establishment of a coherent funding program for film festivals
in Vienna that is guided by an expert subsidy advisory board in the hope of improving funding
conditions. The authors examine the Forum's activities in the context of cultural non-profit
organizations in a welfare state. They analyze the Forum's strategies as well as the dynamics that have
accompanied the process of establishing and implementing a dedicated funding program for film
festivals.
Vecco, M., Nash, M. M., & Srakar, A. (2021). Board Size Matters: Fundraising in American
Cultural Organizations. International Journal of Arts Management, 24(1),
89-102.Board financial contributions and board
fundraising efforts are fundamental to financial sustainability in the American cultural sector. This
study investigates the relationship between board size and fundraising performance in relation to
resource dependency theory. Although there are several studies that focus on board size and firm
performance in the commercial sector, there is limited literature examining the link between board size
and fundraising in the cultural sector. The authors use cubic spline interpolation and linear mixed
regression methods based on data from the National Center for Charitable Statistics (NCCS) to estimate
and explain a positive but non-linear relationship between total contributed revenue and board size in
2015. Moreover, they demonstrate how this relationship is conditioned by the cultural sector and the
state. By deepening our understanding of how a cultural board's size can affect annual fundraising
efforts, this study illuminates an under-researched topic. The results have practical implications for
the strategic management of board recruitment in arts and culture organizations.
Jamin, B., & Gombault, A. (2021). Arts Governance: From Ambivalence to
Ambiguity. International Journal of Arts Management, 24(1), 75-88.This article examines the relevance of ambivalence as a strategic choice, which
is both a guarantee of success and a source of risk, in the governance of arts and cultural
organizations. The longitudinal qualitative study examines the unique case of Louvre-Lens, a branch of
the Louvre Museum. The branch was created in 2012 with two objectives: a national plan for cultural
centralization, and economic revitalization of an area in crisis. The authors show that governance based
on an ambivalence of objectives was promising at first but then the ambivalence turned into ambiguity.
The ambiguity disrupted the functioning of the museum, as it contributed to the sowing of doubt and
suspicion among board members regarding the distribution of their roles and missions. The study's first
contribution concerns the benefits of ambivalence in governance, responding to the widening
responsibilities of museum branches that now extend beyond the cultural domain. Its second contribution
is to highlight the risk factors that turn ambivalence into ambiguity: the vision of the founders, the
leadership, and attendance figures are all points that must not escape the vigilance of governance
actors.
Jeon, J., & Kim, H. (2021). Leading Collaborative Governance in the Cultural Sector: The
Participatory Cases of Korean Arts Organizations. International Journal of Arts Management, 24(1),
63-74.Governance research in the arts has focused
predominantly on boards of directors and organizational dynamics. By incorporating a wider view of
governance as a process involving multiple actors and a concern for public benefits, this multi-level
study connects the roles of arts organizations in collaborative cultural governance processes. By using
an integrative framework for collaborative governance, the study derives data from case studies of
two arts initiatives in Korea: Homeless Ballet Education and the Ecomuseum project on Daebu Island. The
findings highlight the leadership behaviours of arts organizations and indicate key actors in the
collaborative cultural governance. Autonomy, artistry and mutuality are found to meet the conditions
under which arts organizations are likely to be lead organizations. However, collaborative governance
calls for differing leadership roles, depending on the type of artsorganization. This study not only
makes a contribution regarding the under-researched link between arts organizations and collaborative
governance but also provides insights into the role of arts and culture leadership in a complex social
issue.
Donelli, C. C., Fanelli, S., & Zangrandi, A. (2021). Inside and Outside the Boardroom:
Collaborative Practices in the Performing Arts Sector. International Journal of Arts
Management, 24(1), 48-62.Collaboration is crucial in
the arts sector, where forms of collaborative governance (CG) - the inclusion of private partners in the
decision-making process - have been implemented in order to overcome scarcity of resources and to engage
with stakeholders. The governance of performing arts organizations today must be based on constant
collaboration between public and private entities in order to generate greater value. The purpose of
this study is to identify the drivers of CG in performing arts organizations by means of a case study of
I Teatri Foundation of Reggio-Emilia, one of the first theatres in Italy to include private partners in
governance. The methodology is based on both documentary analysis and interviews. The findings show that
CG should be applied at micro and meso levels (inside and outside the boardroom), as both levels
contribute to the creation of value for the audience.
Heskia, T. (2021). Public Boards: Questions of Representation on Supervisory Boards of
German, Austrian and Swiss Theatres. International Journal of Arts Management, 24(1),
32-47.Governance of theatres in German-speaking
countries has been studied primarily in relation to their powerful artistic directors. However, the
author suggests that their power relates to the weakness of the supervisory bodies. He analyzes the role
of the supervisory boards of 153 theatres in Germany, Austria and German-speaking Switzerland to explain
why the specific history of the theatres as outsourced public institutions, their different legal
structure, administrative federalism in Germany and cultural differences have led to the lack of
comparable standards across regional jurisdictions. Despite far-reaching structural changes in recent
decades, governance appears to need further development. This article explains why overall control still
lies in government structures rather than in supervisory boards, why diversity is almost completely
lacking, and why even a well-designed supervisory structure cannot prevent a governance crisis in
theatre.
Rentschler, R., Lee, B., & Fillis, I. (2021). Towards an Integrative Framework for Arts
Governance. International Journal of Arts Management, 24(1), 17-31.The authors propose an integrative framework for examining arts governance in a
domain that often has relied on singular perspectives. Complex phenomena require a framework that draws
upon multiple theoretical lenses. In a longitudinal case study of a regional museum before, during and
after a governance crisis, the authors integrate three governance theories - agency, stakeholder and
stewardship - taking account of board, staff and stakeholder dynamics, in order to both frame the study
and provide insight regarding critical incidents. The study reveals how the three theories interrelate
and why none of them is a perfect explanation for a scenario, particularly in a crisis. The findings
show that (1) governance theory integration may be a way forward in examining boards in crisis; (2) key
board characteristics change at various stages in history, which affect community linkages, strategy,
networking and resourcing; and (3) recognizing broader stakeholder ownership, monitoring behaviour, and
stewardship offer the organization the best chance for survival. The complementary theories show how the
museum has been governed, while also offering prescriptions for making non-profit boards more
accountable to the community, with a greater role for stakeholder theory. A typology of governance
theories and a longitudinal process flow chart of the unfolding of a crisis are included. The findings
provide insights that may be helpful to non-profits grappling with governance in an uncertain and
disrupted world.
Rentschler, R., & Reid, W. (2021). Theorizing Arts Governance: Mapping the Influence of
Context, Creativity and Funding Paradigms for Future Research Prospects. International Journal of
Arts Management, 24(1), 4-16.An introduction is
presented in which the editor discusses several articles published within issue reflecting
how arts organizations are governed so that they are prepared to face the challenges of the 21st
century