2011
DOI: 10.1080/10632921.2011.573444
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Strategic Decision Making in Arts Organizations

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Cited by 17 publications
(12 citation statements)
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“…The scholarly discussion on arts organizations in this journal includes the analysis of size and structure (Chang 2010), types of organizations (Kushner 2011;Rushton 2014), strategic decision-making (Cray and Inglis 2011), and organizational change (Peacock 2008), among other topics. In addition, "cultural institutions studies" (Hasitschka, Goldsleger, and Zembylas 2005) examines cultural institutions as organizational settings at the intersection of cultural, social, and economic sciences.…”
Section: Theorizing Arts Organizationsmentioning
confidence: 99%
“…The scholarly discussion on arts organizations in this journal includes the analysis of size and structure (Chang 2010), types of organizations (Kushner 2011;Rushton 2014), strategic decision-making (Cray and Inglis 2011), and organizational change (Peacock 2008), among other topics. In addition, "cultural institutions studies" (Hasitschka, Goldsleger, and Zembylas 2005) examines cultural institutions as organizational settings at the intersection of cultural, social, and economic sciences.…”
Section: Theorizing Arts Organizationsmentioning
confidence: 99%
“…Managing directors, on the other hand, deal with the business and organizational aspects of performing arts companies, including such aspects as marketing, budgeting, and donor relations. (Cray, Inglis, & Freeman, ; Cray, Inglis, & Freeman, ) Even though at most theater companies the artistic director is the one with the final say in which plays get produced, managing directors can and do have an influence on how a season is programmed, particularly when it comes to making sure that the budgets work for the season. (Kordsmeier, ) As one might expect based on the difference in logics employed by artist directors and managing directors, in companies where the managing director has more power, the programming of the company is less innovative.…”
Section: Organizational Level Factors That Affect Programmingmentioning
confidence: 99%
“…In nonprofit governance research and practice, the board is seen as ‘a subject of enormous importance’, being given ‘ultimate responsibility’ for their organization (for an overview, see Ostrower and Stone, , p. 612). Cray and Inglis () concluded, in their study on strategic decision making in arts organizations, that boards of arts organizations may be even more directly involved than those of other types of nonprofit endeavours (Cray and Inglis, ). (a) The boards' different roles and different tasks, (b) the formation of its relationship with the executive management and (c) the board composition define different governance models or typologies, within which organizations perform (Dickenson, ; Duca, ; Hung, ; Murray, ; Brown, ; Cornforth, ; Ostrower and Stone, ; Bradshaw et al , ).…”
Section: Fund‐raising Governance and Performancementioning
confidence: 99%