The MMIAM Journey

A blog about the Master of Management
in International Arts Management program

Board Composition and Organizational Performance in the Cultural Sector: The Case of Italian Opera Houses (Abridged)

by Paola Dubini and Alberto Monti The most significant event of opera houses in Italy is the reform of 1996, transforming opera houses from government bodies into foundations with boards of directors, budget autonomy, and responsibility for hiring and firing. As a consequence of the reform, the general manager is appointed by the board rather …

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New Variations of Dual Leadership: Insights From Finnish Theatre (Abridged)

by Mari Järvinen, Heli Ansio, and Pia Houni The Study In this article we describe dual leadership as it exists in Finnish professional theatre in the years since 2000. In 2012 there were 46 drama theatres and 10 dance companies subject to Finland’s Theatres and Orchestras Act, plus the National Opera and the National Theatre. …

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Breaking Down the Fourth Wall in Arts Management: The Implications of Engaging Users in Decision-Making (Abridged)

by Leila Jancovich   UNESCO defines three types of participation in culture: reception, through attendance at performances and exhibitions; production, through amateur engagement in creative practice; and interaction, through some form of dialogue, often digital, between the arts organization and the participant (Morrone, 2006). Arts management strategies can address all these areas. But what much …

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Value Creation by and Evaluation of US Arts Incubators (Abridged)

By Linda Essig Until recently – either within the business discipline of entrepreneurship studies or across the disciplines of arts and cultural policy or community development – there has been little research on arts incubators, their strategic goals, their forms and funding models, or their evaluation methods. A review of extant research suggests that arts …

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