Éditions JFD

Strategic management of arts organization

Auteurs : Serge Poisson-de Haro, Sylvain Menot

ISBN : 978-2-923710-42-6

Copyright : 2014

Nombre de pages : 246

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Prix : 64.95 $ CAD

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Description

Arts and cultural organizations (ACOs), like all organizations, are regularly required to make strategic decisions in order to deal with the challenges of their sector. To make the most informed decisions possible, ACO managers must have excellent knowledge of models of strategic thinking. But thinking strategically does not mean that managers should adopt a purely rationalist approach and ignore their intuition. In fact, ACO managers, who are often artists, are more inclined to follow their intuition than theoretical models that provide only a partial view of reality. The aim of this book is to encourage ACO managers to reflect on the exercise of strategic thinking. Just as artists must master the technical skills of their art in order to move the audience, ACO managers must master the methods of strategic thinking in order to feel comfortable and confident in their decision making. In this process, managers will eventually think strategically by blending a rational approach with their intuition. This way of thinking can be acquired or reinforced through the repeated application of the strategic tools presented in this book. Understanding one’s organization in terms of its environment, its competitors, its stakeholders’ expectations and its resources and competencies, while adopting the most suitable governance structure, are essential steps in a strategic process that will lead to more effective management and a better capacity to anticipate the future. The strategic decisions emerging from this process will have a greater likelihood of ensuring the long-term sustainability of the ACO.

Table des matières

ACKNOWLEDGEMENTS

FOREWORD OF LAURENT LAPIERRE

INTRODUCTION

Major challenges in the strategic management of arts organizations

Major managerial issues facing the cultural sector

Presentation of the book 

Book structure

Case study: National Arts Centre 

Case study: Orchestre Métropolitain 

CHAPTER 1: THE ENVIRONMENTAL ANALYSIS 

Strategic concepts

PEST analysis 

Porter’s five forces model 

Strategic groups and market segments

Key success factors 

Stakeholders 

Summary 

Illustration 

Zarin Mehta and the New York Philharmonic (NYP)  

Case studies  

National Arts Centre  

Orchestre Métropolitain  

References  

Suggested readings on strategic management

Suggested readings on the management of cultural institutions  

Suggested case study  

Additional suggested case studies  

CHAPTER 2: INTERNAL ORGANIZATIONAL ANALYSIS  

Strategic concepts  

The foundations of competitive advantage  

The value chain  

The SWOT model  

The activity portfolio  

Summary  

Illustration  

Les Deux Mondes  

Case studies  

National Arts Centre  

Orchestre Métropolitain  

References  

Suggested readings on strategic management 

Suggested readings on the management of cultural institutions  

Suggested case studies  

Additional suggested case studies  

CHAPTER 3: THE ORGANIZATION AND ITS GOVERNANCE STRUCTURE 

Strategic concepts 

Strategic segmentation  

Organizational configuration  

Main organizational issues  

Summary  

Illustration  

Organizational configuration of the Opéra de Paris  

Case studies  

National Arts Centre  

Orchestre Métropolitain  

References  

Suggested readings on strategic management 

Suggested readings on the management of cultural institutions  

Suggested case study  

Additional suggested case studies  

CHAPTER 4: MANAGEMENT VALUES  

Strategic concepts  

Managerial values  

Organizational culture  

Managerial skills  

Summary  

Illustration  

Managing the MOMA the Glenn D. Lowry way 

Case studies  

National Arts Centre  

Orchestre Métropolitain  

References  

Suggested readings on strategic management 

Suggested readings on the management of cultural institutions  

Suggested case studies  

Additional suggested case studies  

CHAPTER 5: STRATEGIC PROCESSES: DIAGNOSIS AND DEVELOPMENT  

Strategic concepts  

Strategic levers 

Managing strategic change  

Strategic processes  

Summary  

Illustration  

Massey Hall and Roy Thomson Hall de Toronto 

Case studies  

National Arts Centre  

Orchestre Métropolitain  

References  

Suggested readings on strategic management 

Suggested readings on the management of cultural institutions  

Suggested case studies  

Additional suggested case studies  

CHAPTER 6: MANAGERS AND STRATEGIC DECISIONS  

Strategic concepts  

Strategic decision-making models  

Strategic decisions related to issues affecting the arts  

Coping with the complexity of the strategic decision as a leader  

Summary  

Illustration  

Opéra de Montréal  

Case studies  

National Arts Centre  

Orchestre Métropolitain  

References  

Suggested readings on strategic management 

Suggested readings on the management of cultural institutions  

Suggested case studies  

Additional suggested case studies  

CONCLUSION  

BIBLIOGRAPHY 

CREDITS  

Auteurs

Serge Poisson-de Haro

Serge Poisson-de Haro, Ph.D., MBA, has been a professor at HEC Montréal since 2006. His research and teaching interests are focused in the area of strategy. He has served on the Board of Directors of the Canadian Opera Company and the DAREarts Foundation for Children. He is a regular contributor to the International Journal of Arts Management and a frequent speaker at the International Conference on Arts and Cultural Management (AIMAC). He has written numerous case studies on institutions in the arts and cultural sector.

Sylvain Menot

Sylvain Menot, Sylvain Menot, an engineer by training, completed his MBA with Honours at HEC Montréal in September 2008. One of his main fields of interest is strategic management. He has co-authored two case studies on the strategic issues facing arts organizations that were published in the International Journal of Case Studies in Management. He has several years of experience as a project manager. He currently holds a position with the world leader in contract research organizations for the pharmaceutical industry.