This shortform book tells the research story of cultural management,
helping scholars to analyse and combine theoretical models into an
approach of their own.
Cultural management emerged and developed out of the field of arts
management in the 1980s, which imported managerial techniques and
assumptions from mainstream commercial business into the arts. In the
late 1990s, the field integrated entrepreneurial approaches to
management in the creative industries before adapting to a new model,
based on user experiences and co-creation. These historical phases are
theorised respectively as cultural management 1.0, cultural management
2.0 and cultural management 3.0. Yet they also overlap. Bringing
together theories of management and creativity, this book enables
scholars to get a grip on the underlying assumptions and conditions
which lie behind an eclectic and evolving field.
The author, an established expert in this field, empowers scholars and
reflective practitioners to develop their own approach to cultural
management, drawing on the available approaches, and to recognise that
successful cultural management is contingent on understanding the
context (organisational and personal) within which these models will be
applied.