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Managing the performance of arts organisations: Pursuing heterogeneous objectives in an era of austerity

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  • Abdullah, Aminah
  • Khadaroo, Iqbal
  • Napier, Christopher J.

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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  • Abdullah, Aminah & Khadaroo, Iqbal & Napier, Christopher J., 2018. "Managing the performance of arts organisations: Pursuing heterogeneous objectives in an era of austerity," The British Accounting Review, Elsevier, vol. 50(2), pages 174-184.
    • Handle: RePEc:eee:bracre:v:50:y:2018:i:2:p:174-184
    DOI: 10.1016/j.bar.2017.10.001
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    2. Hyndman, Noel & McKillop, Donal, 2018. "Public services and charities: Accounting, accountability and governance at a time of change," The British Accounting Review, Elsevier, vol. 50(2), pages 143-148.
    3. Salvaggio, Salvino A., 2024. "Chief of Staff in Performing Arts. Addressing the Absence," OSF Preprints t5nr6, Center for Open Science.
    4. Spanò, Rosanna & Grossi, Giuseppe & Landi, Giovanni Catello, 2022. "Academic entrepreneurial hybrids: Accounting and accountability in the case of MegaRide," The British Accounting Review, Elsevier, vol. 54(5).
    5. Kolbe, Kristina, 2022. "Unequal entanglements: how arts practitioners reflect on the impact of intensifying economic inequality," LSE Research Online Documents on Economics 111969, London School of Economics and Political Science, LSE Library.
    6. Kanika Khurana & Atanu Ghosh, 2023. "Management in the Performing Arts: An Empirical Exploration of Organizational Structures in Indian Theatre," IIM Kozhikode Society & Management Review, , vol. 12(1), pages 67-84, January.
    7. Alicia Mateos-Ronco & Nieves Peiró Torralba, 2019. "Sustainable Management of Contemporary Art Galleries: A Delphi Survey for the Spanish Art Market," Sustainability, MDPI, vol. 11(2), pages 1-15, January.
    8. Paolo Ferri & Simone Napolitano & Luca Zan, 2023. "The income gap reporting framework in public not-for-profit organizations: the British Museum case," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 27(4), pages 1303-1338, December.
    9. Salvaggio, Salvino A., 2024. "Funding Models and Management Mindset," OSF Preprints ncvj4, Center for Open Science.

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