Local Authority and Cultural Institution Management: Insights from Agency and Stewardship Theories in Public Management

Purpose: The study investigates the strategic relationship between local/regional authorities and managers of public cultural institutions (CI) in Poland. Using agency and stewardship theories, the research explores the implications of market-based (NPM) versus relational (NPG) public management models in implementing local cultural policies. Design/Methodology/Approach: The research employs a multiple case study method focusing on the city of Lodz, Poland. Data collection included document analysis, statistical evaluation, and 50 IDI interviews with CIs managers and local government representatives. Qualitative content analysis was performed using NVivo with coding based on agency and stewardship theoretical frameworks. Findings: The results highlight tensions between the market-based and relational models. While agency theory aligns with the cultural policy mass culture objectives, stewardship theory better supports high-culture goals. Respondents emphasized autonomy and trust as critical factors for effective policy implementation, but financial and administrative constraints limit these dimensions. Practical Implications: The findings suggest the need for differentiated management approaches tailored to the cultural sector's dual goals of fostering mass and high culture. Policy recommendations include decentralizing high culture management and adopting more collaborative models to improve trust and effectiveness. Originality/Value: This study bridges public management and cultural policy by juxtaposing agency and stewardship theories with NPM and NPG models. Provides empirical insight into the governance challenges faced by cultural institutions and offers a framework for optimizing their strategic relationships.