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


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 …

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.


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.


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


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.


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


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


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


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 |

When it comes to museum innovation, size matters

This research was conducted by Carmen Camarero, Mª José Garrido and Eva Vicente at the University of Valladolid, Spain


The paper presents the results of a study into the relationships between museum characteristics, innovation levels and performance. They found that larger museums were more likely to innovate in technology and …

By | 11 April 2014 |

Capital projects have the potential to bankrupt arts organisations

This research was conducted by Dana Elmquist at Baruch College CUNY, USA


The paper is based on interviews with three cultural leaders in New York who were dealing with the legacy of substantial capital projects. The research concludes that organisations must realise that they are 'masters of their own destiny …

By | 11 April 2014 |