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Full Description
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 sector's distinct dynamics in arts governance. The book is an essential scholarly resource for academics, students and reflective practitioners of arts and cultural management.
Contents
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
