Organisational change in arts and culture

This section has research that examines how organisations have successfully dealt with organisational change, how they have coped with shocks, and how they can adapt to new business models and funding sources.

The summaries in this category are:

Measuring the ‘quality’ of symphony orchestra repertoires

This research was conducted by Mafalda Gómez‐Vega and Luis César Herrero‐Prieto at Universidad de Valladolid, Spain

Summary

This paper analysed the repertoire of 20 Spanish symphony orchestras between 2014 and 2017 using three measures of ‘quality’: contemporaneity, most well-known composers and conventionality. The researchers found that there …

The factors that make local museums more vulnerable to funding cuts

This research was conducted by Bethany Rex at Newcastle University

Summary

This paper examined why – in the face of government cutbacks – some museums ‘retain funding and status as part of direct public provision while others are identified to be transferred to community groups via the asset transfer process’. It discovered that …

How ownership status and organisation structure can affect museum performance

This research was conducted by Enrico E. Bertacchini, Chiara Dalle Nogare and Raffaele Scuderi at the University of Turin and two other institutions in Italy

Summary

This research specifically examined ‘the effectiveness of museums in their provision of public services’ against four criteria (accessibility, friendliness, visibility, and connection to locality). The …

Styles of intelligence and global leadership in the arts

This research was conducted by Kate Preston Keeney and Yuha Jung at the College of Charleston and the University of Kentucky, USA.

Summary

This paper reports an analysis of job description data for senior-level arts leaders in the US to find evidence of three emerging global leadership competencies: emotional, cultural, and …

The challenges of guest conductor-musicians relationship in symphony orchestras

This research was conduced by Dmitry Khodyakov at the RAND Graduate School, USA.

Summary

This paper focuses on orchestral musicians’ perspective of the role of guest conductors and how they manage the power relations between them and the musicians in a short period of time. The methodology consisted of 18 one-to-one …

By | 26 February 2018 |

The potential of performance arts to support change management

This research was conducted by Tracy Harwood and Sophy Smith at De Montford University, UK

Summary

This paper reports on a novel approach to supporting creativity and change management at a plant breeding and seed packing company in the UK through a devised performance arts initiative. The case study explores the …

By | 26 June 2017 |

The consequences of focusing on charismatic leadership in the arts

This research was conducted by Melissa Nisbett and Ben Walmsley at at King’s College London and the University of Leeds, UK.

Summary

This study sets out to assess the role of charisma in cultural leadership, noting that the arts sector seems to be particularly invested in individuals perceived to be …

By | 21 July 2016 |

‘Digital’ has changed organisations’ strategies as well as their technology

This research was conducted by Ross Parry at the University of Leicester, UK

Summary

The use of digital technology in museums is no longer something special or revolutionary. This paper focuses on what that means for museums' strategies and structures. It finds that the digital turn has not simply meant the …

By | 28 August 2014 |

The effects of performance management culture on museums

This research was conducted by Anwar Tlili at King's College London, UK

Summary

This paper looked at the way in which museums have adopted new forms of performance management, partially in response to the changing beliefs of policymakers and funders. The core of the research is based on a series …

By | 26 April 2014 |

Using mentoring to embed organisational change

This research was conducted by Jonathan Paquette at the University of Ottawa, Canada

Summary

This paper looks at how mentoring affected organisational change and renewal in a number of large museums in the UK. The research found that mentors frequently supported their protégés in their agendas for change, even though mentoring …

By | 16 April 2014 |