An evaluation of performance arts in generating business value

Abstract

Purpose (mandatory) This paper presents the findings from research that explores the business value of a performance arts-based initiative in supporting change management through devising. Devising is a process that encompasses improvisation to generate social interaction within a community of practice. Design/methodology/approach (mandatory) A novel approach is reported on: a case study that includes interviews with key members of partner organizations, representing a business, a performance producer and a commissioning agency, participant observation of a member of the performance production film, and the devising process. Findings (mandatory) Findings presented highlight phases of the devising process and the engagement with the creative practices employed. Findings highlight that benefits emerge through the reflexive nature of activities during the processes of creating the performance, as well as reflection on the final performance piece. Research limitations/implications (if applicable) Case study research is necessarily a qualitative design that is not generalizable to a broader population. Findings do, however, highlight potentially useful practices that may be further developed for future research. Practical implications (if applicable) Performance arts has pushed previously untested boundaries in employee engagement within the business, resulting in deep understanding between managers and employees on how value may be co-created and redeployed across the business. Social implications (if applicable) Originality/value (mandatory) The paper extends the application of improvisation by situating it within the creative practice of devising. This enables performance to be critically examined as an arts based initiative within business contexts.

The Organizational Improvisation Landscape: Taking Stock and Looking Forward

“…Theater is another common OI metaphor (Crossan, 1998; Gagnon, Vough, & Nickerson, 2012; Harwood & Smith, 2017; Kanter, 2002; Vera & Crossan, 2004, 2005). Those supporting the theater metaphor often take a more prescriptive view and suggest that organizational leaders and members can benefit from formal training in theatrical improvisation (Balachandra, 2019).…”