(Ebook PDF) Strategic Cultural Center Management 1st edition by Tomas Jarvinen 1000363104 9781000363104 full chapters

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ISBN-10 :  1000363104 

ISBN-13 :  9781000363104

Author :  Tomas Jarvinen 

Strategic Cultural Center Management focuses on private cultural centers and their operational preconditions. The aim is to illustrate how to strategically manage a cultural center in varied external environments. Analysing processes of organizational change, the author uses institutional and resource dependence theories alongside concepts such as business models, profitability, mission focus and quality management. The book examines theoretical and managerial implications, highlighting that cultural managers lean towards different strategies that diversify resource streams, facilitating agile strategic responses to institutional pressures. Offering valuable theoretical, empirical and conceptual analysis, this book serves as an incomparable reference for researchers, postgraduate students, civic leaders and arts managers involved in the creative and cultural industries.

Strategic Cultural Center Management 1st Table of contents:

1 Introduction to cultural centers
1.1 What is a cultural center?
1.2 The jungle of organizational types
1.2.1 The private center
1.2.2 The public center
1.2.3 The hybrid model center
1.2.4 The center maintained by government agencies
1.2.5 Positioning private cultural centers in relation to public centers
1.3 Cultural centers through an economic lens
1.4 Decentralized organizations
1.4.1 Deregulation
1.4.2 The cultural centers take on deregulation
1.5 Conceptual framework
1.5.1 What is an organization?
1.5.2 What is an institution?
1.5.3 Organizational fields
1.6 Overview of the study
1.6.1 Qualitative case studies
Kulturföreningen Grand
Kulttuuritehdas Korjaamo
Kulttuuritalo Telakka
Skafferiet Ritz
1.6.2 Quantitative questionnaire
1.6.3 Mixed qualitative and quantitative analysis
1.7 Summary and conclusions
References
2 Research on cultural center management
2.1 Earlier studies on cultural centers
2.2 Summary and conclusions
References
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
3.4 Summary and Conclusions
References
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
References
5 Institutional pressures and cultural center management
5.1 A glimpse into institutional theory
5.2 Why is institutional isomorphism still relevant?
5.2.1 Coercive isomorphism
5.2.2 Mimetic processes
5.2.3 Normative pressures
5.3 How do the institutional pressures work?
5.3.1 Acquiescence
5.3.2 Compromise
5.3.3 Avoidance
5.3.4 Defiance
5.3.5 Manipulation
5.4 Institutional change
5.5 Managing a cultural center through the minefield of institutional pressures
5.6 Institutional pressures according to center type
5.6.1 Mann–Whitney U-test
5.7 Summary and conclusions
References
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
6.6.1 Factor analysis
6.6.2 Multinomial logistic regression
6.7 Environmental interdependencies
6.7.1 Multinomial logistic regression
6.8 Summary and conclusions
References
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
7.4.1 Binomial logistic regression
7.5 Summary and conclusions
References
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
8.3.1 Quantitative indicators
8.3.2 Qualitative indicators
8.4 Mixing quality and profitability: a need for diversified funding
8.5 Summary and conclusions
References
9 Conclusions
9.1 Contributions of this book
9.2 Limitations
9.3 Concluding words

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