DOMINANT AND DOMINATED POSITIONS IN THE CO-PRODUCTION NETWORK OF THEATRE COMPANIES IN ITALY’S CAMPANIA REGION

By Marco Serino, Daniela D’Ambrosio and Giancarlo Ragozini

In this study we contend that the co-production of theatre plays may have a critical impact on the ways producers position themselves in the theatrical field. Being involved in co-productions means taking part in the struggle for gaining rewards depending on the more or less advantageous partnerships one is able to exploit. Our study on a regional theatre system of Southern Italy reveals how such partnerships matter for producers to conquer dominant positions in the local theatre industry

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DONOR GOVERNANCE AND FINANCIAL MANAGEMENT IN PROMINENT US ART MUSEUMS

By David Yermack

In the article, we study “donor governance”, which occurs when contributors to nonprofit firms place restrictions on their gifts to limit the discretion of managers. In a study of US art museums, we find that when donor restrictions are strong, museums shift their cost structures away from administration and toward program services. Restricted donations also appear to stabilize nonprofits, but reduce management flexibility.

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CAN TWO HEADS LEAD? THE ART VERSUS THE COMMERCE ORIENTED MANAGER IN FILM PROJECTS

By Joris Ebbers and Nachoem Wijnberg

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Film projects have a dual-leadership structure, based on a division of tasks between the director and the producer, with the former predominantly responsible for the artistic and the latter for the commercial aspects of the film. The 1st Assistant Director (1st AD), who is positioned hierarchically below and between these dual leaders, plays an important role in managing conflicts between art and commerce.

Continue reading “CAN TWO HEADS LEAD? THE ART VERSUS THE COMMERCE ORIENTED MANAGER IN FILM PROJECTS”

FOR MUSEUMS, WITH RAIN COME CROWDS?

By Harold E. Cuffe

Weather is regarded as an important determinant of leisure choices, yet little attention has been paid to the ways that weather affects museum attendance. I find that rainfall generally increases attendance at a large national museum, on average. However, closer scrutiny of the data shows that weather can possess both encouraging and discouraging effects on attendance, depending upon the timing and persistence of the rain.

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THE PRINCESS OF ASTURIAS FOUNDATION OR HOW A NON-PROFIT INSTITUTION CAN BE EFFICIENT

By Víctor Fernández-Blanco and Ana Rodríguez-Álvarez

Competition and the internal logic of markets induce cultural firms and institutions to be efficient when market oriented. But, what happens in the case of non-profit organizations? They are beyond the market and their internal logic does not guarantee economic efficiency. In our article we explore the technical and allocative efficiency of The Princess of Asturias Foundation and confirm its good performance over the years.

Continue reading “THE PRINCESS OF ASTURIAS FOUNDATION OR HOW A NON-PROFIT INSTITUTION CAN BE EFFICIENT”

FROM SNOBBY TO SUSTAINABLE: MOVING MUSEUM FUNDRAISING FROM SELECT ELITIST CONTRIBUTIONS TO DIVERSE COMMUNITY PARTICIPATION

By Yuha Jung

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With public funding for the arts decreasing, fundraising is becoming more vital—especially for museums where contributions comprise most of their revenue. However, traditional fundraising models, relying heavily on wealthy, white, well-educated donors, is less effective, excluding many perspectives and people. Museums need more inclusive fundraising to continue to thrive. Continue reading “FROM SNOBBY TO SUSTAINABLE: MOVING MUSEUM FUNDRAISING FROM SELECT ELITIST CONTRIBUTIONS TO DIVERSE COMMUNITY PARTICIPATION”

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