Arts management cutback strategies: A cross‐sector analysis

Abstract

The turbulent economic climate of the arts in the 1990s raises the question of how arts managers are coping with this situation. Exploratory factor analysis of responses from 237 Australian arts managers in public, private nonprofit, and private for‐profit sectors revealed seven different strategic responses: cost reduction, political, cooperative, downsizing, refinancing, commercialization, and relocation. Private sector managers were more likely to use the refinancing strategy, and nonprofit and public managers were more likely to use the political and cooperative strategies. Implications for arts managers in using these strategies are explored.

A change management perspective on public sector cutback management: towards a framework for analysis

“…The strategies employed by public managers to manage cutbacks have also been explained by using time as a contextual factor. Palmer (1997) argued that as the nature of a financial decline changes, different strategies become appropriate. While cheese slicing is commonly seen as the first step in implementing cutbacks, managers frequently turn to targeted cuts as an addition to cheese slicing when more cutbacks are required (Dougherty and Klase 2009).…”

Different or Equal Treatment? Donor Priority Strategy and Fundraising Performance Assessed by a Propensity Score Matching Study

“…Regression analysis is commonly applied to evaluate the influence of a fundraising strategy on fundraising performance (Palmer 1997;Marudas and Jacobs 2010). Therefore, we used the seventy-three completed questionnaires from our sample and applied regression analysis to explore the consequences of a donor priority strategy as the third step of our analysis.…”

A Contingency View of the Responses of Voluntary Social Service Organizations in Ontario to Government Cutbacks

“…Alexander (1999), like others (Salamon & Anheier, 1996;Van Til, 1988), found that one of the consequences of the shift to business practices and processes has been "mission drift", a reallocation of resources from service delivery to grant writing, fund-raising, and documenting. Palmer (1997) suggested that public, nonprofit, and for-profit organizations may respond differently to the same external threat. For example, nonprofit arts organizations are more likely to consider relocating or downsizing in the face of funding difficulties than are public arts organizations.…”