Managing the performance of arts organisations: Pursuing heterogeneous objectives in an era of austerity |
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| Institution: | 1. University of Roehampton, United Kingdom;2. University of Sussex, United Kingdom;3. Royal Holloway University of London, United Kingdom;1. Aston Business School, Aston University, Aston Triangle, Birmingham B4 7ET, UK;2. Newcastle University Business School, 5 Barrack Road, Newcastle upon Tyne NE1 4SE, UK;1. International Business School Suzhou, Xi''an Jiaotong-Liverpool University, China;2. School of Management, University of Bradford, UK;3. Salford Business School, University of Salford, UK;1. University of the West of Scotland and University of Winchester, Accounting, Finance and Law, Business School, University of the West of Scotland, Ayr Campus, Ayr KA8 0SX, United Kingdom;2. Business School, University of Winchester, Winchester SO22 4NR, United Kingdom;1. School of Accounting, RMIT University, Melbourne, Victoria, Australia;2. Cardiff Business School, Colum Drive, Cardiff, CF10 3EU, United Kingdom;3. Research Professor in Accounting, Adam Smith School of Business, The University of Glasgow, Scotland, United Kingdom;1. Cork University Business School, University College Cork, College Road, Cork, Ireland;2. Department of Sociology, University College Cork, Cork, Ireland |
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| Abstract: | This study provides insight into how two national arts organisations located in London manage their performance in the pursuit of heterogeneous objectives, within the confines of external influences. These organisations significantly rely on the government for funding and are therefore required to implement policy initiatives, albeit at arm's length from the government. Performance management systems (PMSs) were primarily designed to enable trustees to discharge their statutory duties of collecting, preserving, and displaying objects and works of arts, which were reflected in a management agreement containing the government's strategic priorities. The findings show that the changing politico-economic climate has subtly started to change values, accountability relationships and realities in the field of arts and culture. Whilst arts organisations emphasised socio-cultural objectives in strategic planning and operational processes, external pressures arising from austerity have subtly started to displace socio-cultural values. Business language, vocabularies, and tools commonly used in the private sector are insidiously taking root in arts organisations. Austerity provided a signal to executives that the survival of their core activities was at stake, and they have to engage in income generating activities to support their core activities. |
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| Keywords: | Performance management Control Museums Art galleries Austerity |
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