Arts Management and Cultural Policy Research by Jonathan Paquette;Eleonora Redaelli

By Jonathan Paquette;Eleonora Redaelli

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Social sciences and humanities represent the spirit of the cultural policy field. What remains to be explored is what kind of approach is more dominant in arts management training programs. We started our book from the consideration that the notion of field can help us look at arts management and cultural policy as part of the same endeavor. In this chapter we have highlighted their different academic origins, which can explain to a degree why their connections are not so evident and very well understood.

The Performing Arts Problems and Prospects (1965), released by the Rockefeller Foundation, for instance, clearly states the need for technically trained staff (Peterson, 1986; Reiss, 1970). Several training programs were subsequently launched by professional organizations such as the American Symphony Orchestra League (ASOL) and the Business Committee for the Arts (Redaelli, 2012). It is important to note what was happening in academia when the arts administration program developed. In the USA, the first programs in arts management were developed as master’s degrees; it was only in the 1980s that undergraduate programs were introduced.

A host of new scholarly journals related to nonprofit leadership have recently appeared, such as Nonprofit fi Management and Leadership, Journal of Organizational Behaviour, r Nonprofit fi and Voluntary Sector Quarterly, and Nonprofit fi Times (Mulhare, 38 Arts Management and Cultural Policy Research 1999). Beyond peer-reviewed journal contributions, a seminal work in leadership studies is Leadership, written in 1978 by Burns. Leadership, in Burns’ book, is laid out in such a way as to consider its power, purpose, origins, and two main typologies: transformational and transactional.

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