2015),"Unspread wings: Why cultural projects don't provide refreshing ideas for project management although they could?"If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the management challenges related to the transition from the application phase to the delivery phase of the project of being a European Capital of Culture (ECoC). Design/methodology/approach -Case study based on qualitative research interviews with the management team, combined with existing research on ECoC and documents on the Aarhus 2017 project. Findings -The first main finding is that the challenges are caused by the way in which the transition from applicant to designated ECoC includes a change in management, shifting from a project to a programme structure and change in organisation. The second main finding is that stakeholder management in relation to politicians and cultural agents is challenged by a high level of ownership and expectation.Research limitations/implications -The study focuses on just one case and one phase of the project. Practical implications -Consequences for the way ECoC are managed and the programme organised could be drawn from this. Originality/value -The originality of the work is in that it studies this very critical phase in the project's life-cycle in great detail, and focuses specifically on the management of ECoC.

This article analyses the result of an audience development project based on the method known as 'Theatre Talks', which places emphasis on the experience of theatrical events rather than on marketing or communication tools. This approach also questions some of the fundamental understandings of audience development, mainly the division between product-led and target-led audience development as they are conceived by Kawashima. The analysis of the results of the Theatre Talks project is based on an analytical framework combining Kawashima's typology of audience development methods with Sheth and Frazier's point about looking at attitude as well as behaviour when approaching both attenders and non-attenders. Within this frame, the article demonstrates how the Theatre Talks method can succeed in challenging the way in which very different groups of participants experience theatre.

Ph.D. and Associate Professor in the School of Communication and Culture, Aarhus University. Her main research areas are grief and bereavement studies, identity work in relation to body-centrered ritualized practices and the development of entrepreneurial education and learning.

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Dr Leila Jancovich has worked for many years in the arts and festivals sector as a producer, researcher and policy maker before entering academia in 2007 where she developed a research focus on the implications of participatory decision making for the cultural sector on which she has published widely. This paper develops work she has undertaken as an Associate Researcher