Arts governance : people, passion, performance
著者
書誌事項
Arts governance : people, passion, performance
(Routledge research in creative and cultural industries management, 1)
Routledge, 2018, c2015
- : pbk
大学図書館所蔵 全1件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and index
内容説明・目次
内容説明
Since the crisis in governance which led to a shortage of capable board members, recent years have seen the emergence of the enterprising arts organisation - a development which has led to the need for new types of board members who have a greater understanding of 'mission, money and merit' within a cultural construct.
This innovative book explores the world of the arts board member from the unique perspective of the cultural and creative industries. Using a wide range of research techniques including interviews with board members and stakeholders, board observations and case studies this book provides a rich and deep analysis from inside the boardroom. It provides in-depth insight into the changing pressures on arts boards after the financial crisis, and focuses uniquely on the role of passion on arts boards.
Part of the Routledge Research in Creative and Cultural Industries Management series, written specifically for people seeking to develop their careers in cultural and creative management, this book is also for people working in and with arts organisations, in government and non-profit arts organisations. It will also be of interest to academics and researchers working in the wider corporate governance field.
目次
Part I: Arts Governance Chapter 1: Arts Governance Experiences 1.1 Why Arts Governance? 1.2 Across Arts Boards 1.3 Governance Context 1.4 Defining Arts Governance 1.5 Who are the People on Arts Boards? 1.6 So what is Passion? 1.7 What is Arts Board Performance? Chapter 2: Roots of Arts Governance 2.1 Early Visionaries 2.2 Professionalising the Muses 2.3 Risky "Business" 2.4 Changes to Arts Governance over Time 2.5 Conclusions Chapter 3: Lost in the Theory Jungle 3.1 Asking Questions 3.2 Finding Answers in a Framework 3.3 Traversing the Jungle 3.4 Conclusions Part II: People Chapter 4: Profiles: Who, what, how board members 'do' governance 4.1 What People Bring to the Arts Board 4.2 Diversity 4.3 Capacity 4.4 Artistry 4.5 Conclusions Chapter 5: The Role of the Chair 5.1 A Special Sort of Leadership 5.2 Leadership as Change 5.3 What Board Chairs do 5.4 Strategic decision-making 5.5 Conclusions Part III: Governed by Passion Chapter 6: The Role of Passion 6.1 It's not about the Money 6.2 Constructive Passion 6.3 Destructive Passion 6.4 Combining Head and Heart 6.5 Conclusions Part IV: Performance Chapter 7: Board Members Behave Differently 7.1 Views from inside the Boardroom 7.2 Board Members as Strategic Resources 7.3 Individual Strategic Encounters 7.4 Mission Driven Encounters 7.5 Commanding Encounters 7.6 Shape Shifting Encounters 7.7 Community Minded Encounters 7.8 Balancing Board Member Behaviours 7.9 Conclusions Chapter 8: Creating Balanced and Effective Strategy 8.1 Building Better Boards 8.2 Crafting Strategy with CEO and stakeholders 8.3 Realising Board Processes 8.4 Examining Relational Strategic Decisions 8.5 Accountable 8.6 Temperate 8.7 Engaged 8.8 Theory of Strategic Balance 8.9 Conclusions Part V: Conclusions Chapter 9: Reinventing Arts Governance 9.1 Arts Governance Directions 9.2 How Board Members 'do' Arts Governance 9.3 How the Chair leads the Effective Board 9.4 Board members as volunteers 9.5 Board members profiled once more 9.6 Arts Board Complexity 9.7 Arts Governance and Disruptive Change 9.8 Arts Governance as a Distinct Genre 9.9 Arts Governance Redefined 9.10 CREATE an Effective Board 9.11 Conclusions
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