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Author:   Tomas Jarvinen
Publisher:   Taylor & Francis Ltd
Imprint:   Routledge
Weight:   0.620kg
ISBN:  

9780367510244

ISBN 10:   0367510243
Pages:   170
Publication Date:   15 March 2021
Audience:   Professional and scholarly ,  College/higher education ,  Professional & Vocational ,  Postgraduate, Research & Scholarly
Format:   Hardback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

1 Introduction to Cultural Centers 1.1 What is a Cultural Center? 1.2 The Jungle of Organizational Types 1.3 Cultural Centers Through an Economic Lens 1.4 Decentralized Organizations 1.5 Conceptual Framework 1.6 Overview of the Study 1.7 Summary and Conclusions 2 Research on Cultural Center Management 2.1 Earlier Studies on Cultural Centers 2.2 Summary and Conclusions 3 Cultural Center Business Models 3.1 What exactly is a Business Model? 3.2 Positioning Cultural Centers in the Landscape of Business Models 3.3 Business Model Innovation among Private Cultural Centers 3.5 Summary and Conclusions 4 The Business of Art or the Art of Business? 4.1 Business and Arts 4.2 Business of Art: Dealing with the Profitability Aspect 4.3 Art of Business: A Pioneer Mindset 4.4 Summary and Conclusions 5 Institutional Pressures and Cultural Center Management 5.1 A Glimpse into Institutional Theory 5.2 Why is Institutional Isomorphism Still Relevant? 5.3 How do the Institutional Pressures Work? 5.4 Institutional Change 5.5 Managing a Cultural Center through the Minefield of Institutional Pressures 5.6 Institutional Pressures According to Center Type 5.7 Summary and Conclusions 6 Resource Dependence and Strategic Cultural Center Management 6.1 Basics of Resource Dependence Theory 6.2 Interdependency, Strategic Options and Power 6.3 The Role of the Environment 6.4 Strategies to Overcome Dependence 6.5 An Overview of Environmental Interdependencies in Cultural Centers 6.6 Resource Dependence: The need for diversified funding 6.7 Environmental interdependencies 6.8 Summary and Conclusions 7 Mission Focus and Resource Strategy Management in Cultural Centers 7.1 Mission focus or mission drift? 7.2 A Cultural Center viewpoint on Mission Drift 7.3 Resource strategy management 7.4 A Quantitative Analysis of Mission Drift in Private Cultural Centers 7.5 Summary and Conclusions 8 Quality and Profitable Cultural Centers 8.1 What is Quality and Quality Management? 8.2 Profitability 8.3 Measurement of both Quality and Profitability in Arts Organizations 8.4 Mixing Quality and Profitability: A Need for Diversified Funding 8.5 Summary and Conclusions 9 Conclusions 9.1 Contributions of this book 9.2 Limitations 9.3 Concluding words

Reviews

'Drawing from the author's interdisciplinary background in the arts and the business worlds, this much-needed book emphasises key aspects including leadership, management, funding, and strategic planning. Featuring practical know-how based on the unique and effective leadership strategies used by cultural managers, this is a great resource for researchers and leaders involved with arts and cultural management.' Armen Shaomian, University of South Carolina and President of the Music & Entertainment Industry Educators Association, USA.

Author Information

Tomas Järvinen is CEO and Principal of Folkhälsan Education, Finland. He holds a PhD in Arts Management (Sibelius Academy, University of the Arts, Helsinki).

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