2021
DOI: 10.1111/faam.12284
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Non‐profit theatre managers as multi‐stakeholder managers: The plate‐spinning of accountability

Abstract: This exploratory study identifies that more can be understood about how accountability operates within an increasingly complex non-profit environment by applying stakeholder theory to managers and their decision-making in non-profit theatre organisations (NPTOs). On the surface, this may appear to be ground already covered. Previous research has explored the challenges of achieving more holistic accountability in the face of dominant stakeholders. Approaches have been proposed to increase efficiency, effective… Show more

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Cited by 10 publications
(6 citation statements)
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“…Manager's identity is built around profitability: financial or beyond financial (Fiolleau et al, 2020;FitzGibbon, 2021;Gaudette et al, 2020). The research confirms this statement, but it needs to be underlined that focusing on financial profit is much vital (4.38 for entrepreneurial individuals, 4.50 for nonentrepreneurial individuals, difference 2.43%) than focusing on creating added (non-financial) values (3.84 for entrepreneurial individuals, 3.65 for nonentrepreneurial individuals, difference 3.76%).…”
Section: Manager's Identitymentioning
confidence: 65%
“…Manager's identity is built around profitability: financial or beyond financial (Fiolleau et al, 2020;FitzGibbon, 2021;Gaudette et al, 2020). The research confirms this statement, but it needs to be underlined that focusing on financial profit is much vital (4.38 for entrepreneurial individuals, 4.50 for nonentrepreneurial individuals, difference 2.43%) than focusing on creating added (non-financial) values (3.84 for entrepreneurial individuals, 3.65 for nonentrepreneurial individuals, difference 3.76%).…”
Section: Manager's Identitymentioning
confidence: 65%
“…Manager's identity is formed throughout profitability: financial or beyond financial (FitzGibbon, 2021;Gaudette et al, 2020). The research proves this statement, but it needs to be underlined that focusing on financial profit is much vital (4.22 for leaders, 4.39 for non-leaders, difference 3.37%) than focusing on creating added (non-financial) values (3.44 for leaders, 3.64 for non-leaders, a difference of 3.92%).…”
Section: Figure 5 Perception Of the Most Differently Assessed Features Of A Manager's Identity By Leaders Versus Non-leadersmentioning
confidence: 85%
“…It can be stated that: 1) innovation is perceived quite similarly (difference 3.47%) by both artistic (4.39) and non-artistic individuals (4.21); 2) originality is perceived as rather important by artistic (3.80) and non-artistic individuals (4.07) -the difference is 5.51%; 3) out of the box thinking and breaking patterns was assessed by artistic individuals similarly as rather important (4.00) and by non-artistic individuals (3.98); 4) searching for opportunities is perceived by 2.86% stronger by artistic individuals (4.57, very important) than by non-artistic individuals (4.43, rather important). Manager's identity is constructed throughout profitability: financial or beyond financial (FitzGibbon, 2021;Gaudette et al, 2020). The research proves this statement, but it needs to be underlined that focusing on financial profit is much vital (4.49 for artistic individuals, 4.43 for non-artistic individuals, difference 1.22%) than focusing on creating added (nonfinancial) values (3.71 for artistic, 3.50 for non-artistic individuals, a difference of 4.29%).…”
Section: Manager's Identitymentioning
confidence: 99%