Effects of Public Sector Reforms on the Management of Cultural Organizations in Europe

Ten years after: The rise and fall of managerial autonomy in Pompeii

“…Furthermore, almost a decade after the introduction of the debate on managerial approaches to cultural organization, the initial interest in the topic appears to be diminishing, despite its relevance in the realm of practice, where managerial-like reforms have been extensively introduced in arts organizations (albeit with varying degrees of success and effectiveness). Lindqvist (2012), in fact, has recently maintained that,…”

The governmentality and accountability of UK national museums and art galleries

“…(Carnegie & Wolnizer, 1996, pp. 84-90;Christiansen & Skaerbaek, 1997); the effects of public sector reforms on public governance and management of art organisations (Lindqvist, 2007(Lindqvist, , 2012; 'the role of calculative practices' in reconciling conflicting cultural and managerial values and guiding parties towards census and productive actions (Mikes & Morhart, 2016;Tlili, 2014); the importance and usefulness of technological "knowledge of how to do things, how to accomplish goals…in such areas as administration and communication, marketing and product" (Rentschler & Potter, 1996, p. 101); and, the pedagogical "role of language and power" in business plans as a mechanism to direct and control art organisations (Oakes , Townley, & Cooper, 1998, p. 257). Oakes , et al (1998) use a Bourdieusian theoretical lens to examine the role of language and power in controlling museums and cultural heritage sites in Alberta, Canada.…”

“…Prior studies have suggested that to survive in the increasingly complex and changing environment, MAGs have to embrace governance reforms, such the adoption of new management techniques, and using technology (Lindqvist, 2007(Lindqvist, , 2012Rentschler & Potter, 1996). Similarly, Carnegie and Wolnizer (1996, p.85) state that, as a centre for "preservation, conservation, presentation, investigation and public enjoyment of the world's collections and cultural values", MAGs should be innovative, utilise digital technologies and information, and compete at the international level to ensure their long-term survival.…”

Missions interculturals: una experiència de desenvolupament comunitari a les comarques de Castelló

“…Incompatibilities could "lead to conflictive forms of cultural governance" (Schmitt, 2011: 49). From this point of view the impact of the introduction of a doctrine of new public management (npm) on the governance of culture that is motivated by effectiveness and efficiency and results in a market logic in 'projectification' and shorter-term employment; new organisational forms, decentralisation, and fragmentation of control; frequent external audits etc., (Lindqvist, 2012) Even in the narrow sense cultural governance should be put in a broader political context referring to the burning issues of the modern world: legal-rational legitimacy monopolised by elected politicians in the post-national situation when states are no longer capable of coping with ever-growing social demands; the emergence of a civil vision of democracy based on the re-organisation of power (going beyond public consultation and deliberative democracy and denying parliamentarian democracy as an exclusive channel to policy decision-making); the shift from government to governance as "our joint and uneven terms of engagement with the complex field of economic, social, political and cultural power relations in which we are all 'stakeholders'" (Mercer, 2012), the processes such as privatisation, decentralisation, incorporation etc., which do not only mean fragmentation of the decision-making systems but also the withdrawal of the state from the public sector and the emergence of new problems (environment, security, exclusion, etc.) which do not fit into sectorial policies.…”