Key Aspects of Theatre Management: Literature Review
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Published:
Dec 27, 2024
Keywords:
theatre, theatre management, arts management, systematic literature review
Main Article Content
Abstract
Theatre in management and quality studies is presented in various ways. On the one hand, it is classified as a public institution, in particular as a cultural institution. On the other hand, within the perspective of arts management, theaters are recognized as art institutions or performing arts institutions. This multiplicity of approaches and research perspectives aims to capture both the general resources typical of all organizations and those that are artistic, aesthetic, and emotional.
Nevertheless, theatre is poorly grounded in management science, and theatre management itself is at an early stage of development. That’s why, the aim of this article was to answer the following research question: what are the key aspects of theatre management in the light of management science literature? To achieve this objective, a systematic literature review methodology was used.
Systemic literature review, including content analysis, identified key aspects of theatre management, such as the business model, strategy and development, the impact of the institutional environment on theatre operations, the importance of stakeholders, effectiveness and appraisal management, and leadership and human resource management. This study provides both theoretical and practical contributions. to the study proposes systematizing the research field, which can improve future research planning. Additionally, the finding may benefit future and current theatre directors, organizers within these institutions, and advisory and consultative bodies.
Article Details
How to Cite
Karcz, J., & Jabłoński, M. (2024). Key Aspects of Theatre Management: Literature Review. Organization and Management, 195(1), 69–99. https://doi.org/10.33119/OiK.2024.195.1.4
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References
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8. Bečica J., Vavrek R., Galecka M., Smolny K. [2021], Application of multi-criteria analysis on theatres’ efficiency – czech and polish comparative case studies, Croatian and Comparative Public Administration 21(3): 423-455. doi:10.31297/hkju.21.3.5
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10. Bendixen P. [2000], Skills and Roles: Concepts of Modern Arts Management, International Journal of Arts Management 2(3): 4-13.
11. Bennett R. [2009], Perceived importance of performance management metrics among UK theatre companies an empirical investigation, International Journal of Productivity and Performance Management 58(7): 670-693. doi:10.1108/17410400910989476
12. Bhansing P. V., Leenders M., Wijnberg N. M. [2012], Performance effects of cognitive heterogeneity in dual leadership structures in the arts: The role of selection system orientations, European Management Journal 30(6): 523-534. https://doi.org/10.1016/j.emj.2012.04.002
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14. Bukvic I. B., Mihaljevic M., Tokic I. [2016], Financing the Theatre: The role of management and the state. Ekonomski Vjesnik 29(1): 125-142.
15. Czakon W. [2011], Metodyka systematycznego przeglądu literatury, Przegląd Organizacji 3: 57-61.
16. Czakon W. [2020], Metodyka systematycznego przeglądu literatury, in: Czakon W. (ed.), Podstawy metodologii badań w naukach o zarządzaniu, Wydawnictwo Nieoczywiste, Warszawa: 119-137.
17. Ćwikła M. [2012], Czy można organizować sztukę niezależną? Analiza rozwiązań stosowanych w pozainstytucjonalnym teatrze niemieckim, Zarządzanie w Kulturze 13(3): 281-292. doi:https://doi.org/10.4467/20843976ZK.12.018.0632
18. Ćwikła M. [2016], Projekt to jest projekt. Specyfika zarządzania projektami kulturalnymi na przykładzie tworzenia koprodukcji teatralnych, Attyka, Kraków.
19. del Barrio-Tellado M. J., Herrero-Prieto L. C., Murray C. [2020], Audience success or art for art's sake? Efficiency evaluation of dance companies in the United States, Nonprofit Management & Leadership 31(1): 129-152. https://doi.org/10.1002/nml.21411
20. Dempster A. M. [2006], Managing uncertainty in creative industries: Lessons from jerry springer the opera, Creativity and Innovation Management 15(3): 224-233. doi:10.1111/j.1467-8691.2006.00391.x
21. Denzin N. K. [1970], The research act: A theoretical introduction to sociological methods, Aldine, Chicago, IL.
22. Donelli C. C., Fanelli S., Zangrandi A. [2021], Inside and outside the boardroom: Collaborative practices in the performing arts sector, International Journal of Arts Management 24(1): 48-62.
23. Eikhof D. R., Haunschild A. [2006], Lifestyle meets market: Bohemian entrepreneurs in creative industries, Creativity and Innovation Management 15(3): 234-241. doi:10.1111/j.1467-8691.2006.00392.x
24. Eikhof D. R., Haunschild A. [2007], For art's sake! artistic and economic logics in creative production, Journal of Organizational Behavior 28(5): 523-538. doi:10.1002/job.462
25. Evrard Y., Colbert F. [2000], Arts management: A new discipline entering the millennium?, International Journal of Arts Management 2(2): 4-13.
26. Fitzgibbon A. [2021], Non‐profit theatre managers as multi‐stakeholder managers: The plate‐spinning of accountability, Financial Accountability & Management 1: 1-20. https://doi.org/10.1111/faam.12284
27. Flick U. [2011], Jakość w badaniach jakościowych, Wydawnictwo Naukowe PWN, Warszawa.
28. Grotowski J. [2007], Ku teatrowi ubogiemu, Instytut im. Jerzego Grotowskiego, Wrocław.
29. Hati-Korkeila M., Grondahl L. [2018], From Permanent Positions to Visiting Jobs The Changing Working Culture in Finnish Theatres, Nordic Theatre Studies 30(1): 89-114. https://doi.org/10.7146/nts.v30i1.106925
30. Hensel P. [2020], Systematyczny przegląd literatury w naukach o zarządzaniu i jakości, Wydawnictwo Naukowe Wydziału Zarządzania Uniwersytetu Warszawskiego, Warszawa.
31. Karna W. [2006], Organizacyjne i ekonomiczne zmiany w zarządzaniu publicznymi instytucjami kultury, PhD dissertation, Jagiellonian University, Cracow.
32. Kiitsak-Prikk K. [2017], Legitimacy and social impact in the context of changing public cultural organizations, Journal of Arts Management Law and Society 47(2): 105-117. doi:10.1080/10632921.2016.1255288
33. Kleppe B. [2017], Theatres as risk societies: Performing artists balancing between artistic and economic risk, Poetics 64: 53-62. doi:10.1016/j.poetic.2017.08.002
34. Kleppe B. [2018], Managing autonomy: Analyzing arts management and artistic autonomy through the theory of justification, Journal of Arts Management Law and Society 48(3): 191-205. doi:10.1080/10632921.2017.1377661
35. Khurana K., Ghosh A. [2023], Management in the Performing Arts: An Empirical Exploration of Organizational Structures in Indian Theatre, Iim Kozhikode Society & Management Review 12(1): 67–84. https://doi.org/10.1177/22779752211018594
36. Komander V., König A. [2022], Organizations on stage: Organizational research and the performing arts, Management Review Quarterly. doi:10.1007/s11301-022-00301-9
37. Kowzan T. [1976], O różnorodności i granicach sztuki widowiskowej, in: Degler J. (ed.), Wprowadzenie do nauki o teatrze (t. 1), Wydawnictwo Uniwersytetu Wrocławskiego, Wrocław: 341-359.
38. Labaronne L., Slembeck T. [2015], Dynamic pricing in subsidized performing arts, International Journal of Nonprofit and Voluntary Sector Marketing 20(2): 122-136. doi:10.1002/nvsm.1528
39. Leszczyński A. C. [2017], Warsztat teatralny, in: Szczepska–Pustkowska M., Rodziewicz E. (eds.), Więcej niż teatr. Sztuka zaangażowania i angażująca wychowawczo Romany Miller inspiracje dla współczesnej pedagogiki, Wydawnictwo Uniwersytetu Gdańskiego, Gdańsk: 293-297.
40. Lindgren M., Packendorff J. [2007], Performing arts and the art of performing - on co-construction of project work and professional identities in theatres, International Journal of Project Management 25(4): 354-364. doi:10.1016/j.ijproman.2007.01.005
41. Miles S. [2018], “Do we have LIFT-off?” social media marketing and digital performance at a british arts festival, Journal of Arts Management Law and Society 48(5): 305-320. doi:10.1080/10632921.2017.1366379
42. Miller R. [1968], Z rozważań nad edukacją teatralną, Kwartalnik Pedagogiczny 3(49):127-146.
43. Milne G. [2003], Theatre in rural australia: Theatre of the region or in the region?, Rural Society 13(3): 270-286. doi:10.5172/rsj.13.3.270
44. Morcom A. [2012], Transition of artistic leadership in a theatre company: A case study of company B/Belvoir, Sydney, Australia, International Journal of Knowledge, Culture and Change Management 11(6): 237-246. doi:10.18848/1447-9524/cgp/v11i06/50216
45. Nirandara S., Inchan N. [2021], Relevance of small-size theatre companies in Bangkok in the current era: In spite of difficulties to survive economically, they play a vital role in culture and civilization, Kasetsart Journal of Social Sciences 42(3): 682-687. doi:10.34044/J.KJSS.2021.42.3.33
46. Pawlicka K. [2020], Menedżer, artysta, kapłan… o dyrekcji Jacka Głomba w Legnicy, Zarządzanie w Kulturze 21(2): 187-198. doi:https://doi.org/10.4467/20843976ZK.20.015.12168
47. Płoski P. [2017], Serial Dyrektorzy. Dzieje prawnego unormowania statusu dyrektora teatru, Zarządzanie w Kulturze 18(3): 423-441. doi:https://doi.org/10.4467/20843976ZK.17.027.7477
48. Rhine A. S. [2006], A great confusion in theater management, Journal of Arts Management Law and Society 36(1): 33-47. doi:10.3200/JAML.36.1.33-47
49. Rhine A. S. [2007], The MFA in theater management and the MBA: An examination of perspectives of decision makers at theaters in the united states, Journal of Arts Management Law and Society 37(2): 113-126. doi:10.3200/JAML.37.2.113-126
50. Rhine A. S., Pension J. [2021], The MFA in theater management and the MBA: A replicative study of perspectives of decision-makers at theaters in the united states, Journal of Arts Management Law and Society 51(6): 351-364. doi:10.1080/10632921.2021.1925192
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