Suchergebnisse

MANAGEMENT OF CULTURAL FIRMS -- Table of Contents -- Introduction -- 1. Economic Activity and Firms -- 1.1 Economic activity -- 1.1.1 Choices -- 1.1.2 Needs -- 1.1.3 Goods -- 1.1.4 Exchange -- 1.1.5 The market -- 1.1.6 Economic processes -- 1.1.7 Factors of production -- 1.2 Individuals and decision-making processes -- 1.2.1 Social groups -- 1.3 The outcomes of economic activity: income, value and impact -- 1.4 Types of firms -- 1.4.1 Families -- 1.4.2 Enterprises -- 1.4.3 Public agencies -- 1.4.4 Non-profit organizations -- 1.5 Configuration of different activities for similar firms -- 1.5.1 Core operations -- 1.5.2 Risk management -- 1.5.3 Asset management -- 1.5.4 Financial management -- 1.5.5 Extraordinary operations -- 1.5.6 Tax management -- 1.6 Specialization -- 1.7 Relationships between firms -- Review questions -- Bibliography -- 2. Institutional Structure -- 2.1 Actors and their interests -- 2.1.1 Contributions and rewards -- 2.1.2 Interests around a firm: characteristics and relations -- 2.2 The institutional structure of firms -- 2.2.1 Ownership -- 2.2.2 Governance and control -- 2.2.3 Institutional structures and relations with stakeholders -- 2.3 The governance structures in different types of firms -- 2.3.1 Families -- 2.3.2 Enterprises -- 2.3.3 Public Administration -- 2.3.4 Non-profit firms -- 2.4 Institutional borders across firms: interfirm aggregates -- 2.4.1 Borders and relations -- 2.4.2 Classification of aggregates of companies -- 2.4.3 Economic groups -- 2.4.4 Formal associations of companies -- 2.4.5 Informal associations of companies -- 2.5 Institutional structures and the economic sustainability -- Review questions -- Bibliography -- 3. Firms in Arts and Culture -- 3.1 A problem of definition -- 3.2 Classification of firms operating in culture and the arts -- 3.2.1 Functions and macro-areas

"Collaborative spaces are more than physical locations of work and production. They present strong identities centered on collaboration, exchange, sense of community and co-creation, which are expected to create a physical and social atmosphere that facilitates positive social interaction, knowledge sharing and information exchange. This book explores the complex experiences and social dynamics that emerge within and between collaborative spaces and how they impact, sometimes unexpectedly, on creativity and innovation. Collaborative Spaces at Work is timely and relevant: it will address the gap in critical understandings of the role and outcomes of collaborative spaces. Advancing the debate beyond regional development rhetoric, the book will investigate, through various empirical studies, if and how collaborative spaces do actually support innovation and the generation of new ideas, products and processes. The book is intended as a primary reference in creativity and innovation, workspaces, knowledge and creative workers, and urban studies. Given its short chapters and strong empirical orientation, it will also appeal to policy makers interested in urban regeneration, sustaining innovation, and social and economic development, and to managers of both collaborative spaces and companies who want to foster creativity within larger organizations. It can also serve as a textbook in master's degrees and PhD courses on innovation and creativity, public management, urban studies, management of work, and labor relations"--

How do creative workers draw on their city context as they interpret their subjective career success over time? This article aims to answer this question with a qualitative study of 140 creative workers in Reggio Emilia, Italy. The results illuminate how subjective career success stems from a need for recognition that draws on a city's identity. Mobilising Lotman's concept of semiosphere, we propose that creative workers use city identity to understand what 'soft' factors they can harness from the city context. They filter city identity based on three recognition-related needs that are contingent on their level of work experience. Our contribution is threefold. First, we provide a nuanced view of the social and symbolic context in which careers are embedded, highlighting its multilayered, multivocal and multimodal nature. Second, we provide a fine-grained understanding of the interplay between an individual's career need for recognition and their interpretation of city identity. Third, we shed light on recognition as a facet of subjective career success, which is particularly relevant to creative workers.

Artistic labour markets present some features that can be considered paradigmatic of work in the contemporary gig economy. Extant literature identified these features by focusing on how artists can be deemed exemplars of new and more flexible ways of organising a workforce. While studies examined workers' conditions in contemporary economy, the literature on artistic work has not delved into the role of space in artist's work experience. Thus, this study aims to look at how space can be harnessed by artistic workers to respond to the most pressing needs they express. To this end, the paper presents the results of a qualitative study conducted on young artistic workers in the city of Reggio Emilia. The authors propose three mechanisms (anchoring, framing, belonging) through which space can serve as a personal compass that helps mitigate the effects of the precariousness of work.

PurposeThe purpose of this paper is to investigate the behavioural competencies of directors and managers working for cultural organizations and their relationship with organizational performance.Design/methodology/approachThe study adopts an ESC competency modelling process and the technique of the Behavioural Event Interview as the primary source of data collection. In particular, the authors interviewed 14 directors and managers of six performing arts organizations operating in Emilia-Romagna, a region located in Northern Italy.FindingsFindings show that directors and managers of cultural organizations are characterized by a specific set of social and emotional (e.g. persuasion and empathy), whereas cognitive competencies, such as quantitative analysis, are less frequent. Findings highlight also that a balanced portfolio of behavioural competencies emerges as importantly correlated with high organizational performance.Practical implicationsFindings offer relevant managerial implications for the design and implementation of a coherent set of human resource management practices, which allow cultural organizations to reach above-average performance.Originality/valueThis study contributes to a better understanding of the relationship between managerial competencies and the performance of cultural organizations, taking into account specific kinds of competencies – namely, behavioural competencies – which have been neglected by the previous literature.