Advocating for the immersion of ADEI practices into the heart of art organizations, this title links theory, practice and context as a way to further enrich cultural communities and wield the deeply human power of art for real human impact.

Analyzing the lack of diversity among opera executives, this book examines the careers of executive opera managers of color in the U.S. By interrogating the impact of race on arts managers’ careers, the author contemplates how opera might attract and retain more racially diverse arts managers to ensure its future. With a focus on the U.S., research is contextualized via qualitative data to explore, enhance, and institutionalize access, diversity, equity, and inclusion (ADEI) in the opera industry. In a revealing series of expert-conducted interviews, the author poses illuminating questions, such as: what if an inability to recruit and retain diverse executives is the primary source of opera’s challenges? if more racially diverse opera executives existed, would the art form persist in struggling to find its place in contemporary society? from where will the next generation of diverse opera managers emerge? As the magnitude of the global diversity problem grows within the creative and cultural industries, this book serves as a guide for Arts Management practitioners and students who may view their class, different ability, ethnicity, gender, race, or sexual orientation as a liability in their pursuit of executive careers.

This book brings together research at the intersection of music, cultural industries, management, antiracist politics and gender studies to analyse music as labour, in particular highlighting social inequalities and activism. Providing insights into labour processes and practices, the authors investigate the changing role of manifold actors, institutions and technologies and the corresponding shifts in the valuation and evaluation of music achievements that have shaped the relationship between music, labour, the economy and politics. With research into a variety of geographic regions, chapters shed light on the various ways by which musicians’ work is performed, constructed and managed at different times and show that musicians’ working practices have been marked by precarity, insecurity and short-term contracts long before capitalism invited everybody to ‘be creative’. In doing so, they specifically examine the dynamics in music professions and educational institutions, as well as gatekeepers and mechanisms of inclusion and exclusion. With a specific emphasis on inequalities in the music industries, this book will be essential reading for scholars seeking to understand the collective actions and initiatives that foster participation, inclusion, diversity and fair pay amongst musicians and other workers. The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution- Non Commercial- No Derivatives 4.0 license.

Come, Stay, Learn, Play: A Guide to Making the Museum Experience is a practical guide for those on the front-line of museums, as well as leadership, on creating memorable moments through extraordinary interactions. Through interviews with experience staff and research on successful for-profit models, Andrea Gallagher Nalls presents a workable manual on how to find, train, and keep effective curators of experience that will shape earned income success at your museum and form a culture of service to both the visitors, and one another. Cultural organizations are entering what might be their most challenging era yet. In this post-pandemic, new-normal time, museums are forced to rethink archetypal visitor services and guest experience roles and this book offers ways to emerge stronger than ever before. This offering from the American Alliance of Museums is a comprehensive resource for your museum’s frontline. Topics include: Hiring and Training Enhancing Visitor to Museum Staff Communication Improving Institution-wide Interdepartmental Communication Growing a Culture of Service Frontline DEAI Initiative Activation Customer Service Best Practices Guest Point-of-View Museum Visitor to Member Conversion Digital Experience Delivery Content Connection and Visitor Engagement The Post-COVID Experience Features include: Ways a museum visit can be enhanced through the research and application of various for-profit models of guest experience Highlights, experiences and case studies from current museum practitioners New and updated experience resources for museum staff The Making the Museum Experience Questionnaire Museum experience professionals have the incredible opportunity to serve visitors and present a place where they feel welcome, safe and inspired. Our institutions are more than just a place of learning, and greater than a repository of things. They are also community gathering places, and a place to belong.This book offers real-life stories and tested step-by-step strategies to spark ideas on how to secure visitor affection at one’s own museum.

What do cultural leaders really think about the problems they, and the arts and cultural sector, face? This book brings global leaders in the cultural field into dialogue with academics and experts to offer profound insight and perspectives on the complex issues the cultural sector faces in a rapidly accelerating and destabilising twenty-first century context. The book engages directly with leaders in the arts and cultural sector, bridging the gap between academia, policy and practice. Each chapter sheds new light on national cultural policy contexts, offering different perspectives on arts subsidy, audiences, the cultural workforce, heritage, artform development and how cultural leadership functions in a fast-changing local, national and international context. Interviews are conducted by academics and experts with significant knowledge and understanding of the arts management and cultural policy field, who ask critical and probing questions. Featuring interviews with an impressively international range of senior figures from the cultural sector, from the Royal Opera House, BMW, Bloomberg and Onassis Foundation and covering countries including the UK, Germany, Chile, Singapore, Greece, USA, Serbia and Ireland, the book gives a truly global overview of cultural leadership from leaders who are open to question, critique and challenge. Each chapter offers a unique and fascinating insight into the mind of a leader in their field, with their experience ranging from huge participatory events featuring tens of thousands of people to the visual arts, opera, the Turner Prize and the #blacklivesmatter movement. This book will be essential reading for reflective cultural leaders around the world, as well as a useful resource for students and scholars involved with arts and cultural management and policy.

Change is Required: Preparing for the Post-Pandemic Museum is a book about the future of American museums. Like other institutions, museums and zoos, historic sites, gardens, and arboreta, were powerfully affected by the nested crises of the pandemic. These unprecedented crises challenged American museums. Adapting to novel circumstances and uncertainty became the order of the day; improvisation in policy and practice the new norm. Amidst upheavals and disruptions, a number of American museums have charted new directions for themselves and their communities. Many museums have taken a decisive turn to digital programming. Others have taken a turn toward community, developing new kinds of collaborations with their neighbors and local audiences. Still others have moved issues of equity and justice—internally and in the world—to the center of their institutional concerns. In every part of the country—and in every type of museum--museum workers are challenging old assumptions, conventional narratives, and customary practices as they look to the future. In Change Is Required, a unique array of 50 museum professionals--representing different disciplines, positions, and experiences--share their thinking about assessing needs and possibilities, managing people and resources, and building productive new relationships with neighbors, communities, and partner organizations. These authors argue that change is necessary--inside and beyond the museum. It is futile and unproductive to default to the old “normal.” To achieve greater relevance, impact, equity, and inclusiveness, museums need to reconsider their leadership models, organizational culture, internal structures, and community collaborations Bristling with personal passion, informed by experience, and focused on the future, the essays in this volume convey the urgency to rethink traditional museum practice, offering visionary—yet practical—routes to future museum success in a volatile, complex, and ambiguous world. In its depth and range, this book constitutes an invitation to join in the growing, lively discourse about possible futures for museums in America. The invitation extends not only to museum professionals, but to all those interested in cultural affairs and institutions.

Arts in Healthy Aging examines public policies and professional practices that effectively use the arts to support health and well-being outcomes in older adults. It offers a comprehensive study of why and how purposefully-designed programs that engage the visual, performing, and literary arts can support the health and well-being of older adults. The authors argue that it is the right time for the American arts and aging movement to restructure itself as a national network and advocacy coalition across four domains: the arts, health, aging, and lifelong learning. Building on decades of published research, government documents, and program models, this scholarly volume provides historical perspectives, new theoretical approaches, analytical models, resources for researchers and practitioners, and pathways forward for advancing the interdisciplinary arts in healthy aging field of scholarship and practice. Although focused on the United States, the discussion of policies and practices is relevant and applicable to other countries as appropriate to their specific contexts.

This research-based book investigates the effects of digital transformation on the cultural and creative sectors. Through cases and examples, the book examines how artists and art institutions are facing the challenges posed by digital transformation, highlighting both positive and negative effects of the phenomenon. With contributions from an international range of scholars, the book examines how digital transformation is changing the way the arts are produced and consumed. As relative late adopters of digital technologies, the arts organizations are shown to be struggling to adapt, as issues of authenticity, legitimacy, control, trust, and co-creation arise. Leveraging a variety of research approaches, the book identifies managerial implications to render a collection that is valuable reading for scholars involved with arts and culture management, the creative industries and digital transformation more broadly.

Business Issues in the Arts is a text designed to address some of the most prescient business issues that nonprofit arts organizations face today. This text is not a how-to but an in-depth dive into fourteen topics and their associated theories to augment learning in arts administration programs. With contributions from leading academics in arts administration, the book guides readers through an exploration of those topics which have been found by practitioners to be most vital and least explored. Chapters include numerous case examples to illustrate business theory in the artistic and creative environment. The academic contributors themselves each come with both professional backgrounds and research experience, and they are each introduced at the start of their chapters, allowing for a collection of voices to navigate through some oftentimes challenging topics. This book is designed for an advanced undergraduate course or a stand-alone graduate course on the intersection of business and management and the cultural and creative industries, especially those focusing on business issues in the arts.

Racial and Ethnic Diversity in the Performing Arts Workforce examines the systemic and institutional barriers and individual biases that continue to perpetuate a predominately White nonprofit performing arts workforce in the United States. Workforce diversity, for purposes of this book, is defined as racial and ethnic diversity among workforce participants and stakeholders in the performing arts, including employees, artists, board members, funders, donors, educators, audience, and community members. The research explicitly uncovers the sociological and psychological reasons for inequitable workforce policies and practices within the historically White nonprofit performing arts sector, and provides examples of the ways in which transformative leaders, sharing a multiplicity of cultural backgrounds, can collaboratively and collectively create and produce a culturally plural community-centered workforce in the performing arts. Chapter 1 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.