From Sponsorship to Partnership in Arts and Business Relations

Arts for Business: Creative Co‑operation for Innovation and Sustainable Development of the Company as a Brand and Community

“…In her pioneering research on the Polish market, Lewandowska (2015) showed specific areas in which benefits are taken by companies cooperating with representatives of the artistic world. Interviews with 239 business entities showed that companies entering such collaborations value creative partnerships and that they result in increased levels of engagement, creativity and knowledge, especially if people from the company are actively involved in the processes of artistic creation and positive relationships with both the local community and shareholders.…”

“…Another aim is to present the existing practices (e.g. Naiman, 2007;Strauß, 2017) and research (Lewandowska, 2015(Lewandowska, , 2016Stern, EDUKACJA EKONOMISTÓW I MENEDŻERÓW | 4 (50)…”

Policy versus Philanthropy: Between Public and Private Funding of the Arts

“…Defining this form of cooperation is difficult because there are numerous different initiatives that exist under one notion. Based on previous research (Lewandowska, 2015a(Lewandowska, , 2015b several fundamental features may be identified, such as: • participation of the business partner in the conceptual and implementation stage of the venture without interference in the artistic content (in contrast to patronage or sponsorship in which the company finances the complete artistic project); • learning and development as the basic benefit for the business (advantages related to the image creation and promotion are becoming secondary); • cooperation resulting from the initiative of both parties (the artistic party ceases to be 'a client' and becomes an equal partner); • the positive outcome of the cooperation is not only experienced by the two parties but also by the stakeholders. The indicated research reveals that partnership collaboration with artistic organizations is the domain of companies characterised by the high degree of creativity.…”

Argumentos culturales para la responsabilidad social empresarial

“…Las diferencias entre «alta Cultura» y cultura popular -artesanías, tradiciones, música y arte pop-tienden a difuminarse, con lo que bienes culturales se utilizan en el branding y en el marketing en general mientras que, inversamente, marcas comerciales se incorporan al discurso artístico o literario (Seabrook, 2000;vv aa, 2015). Como consecuencia de este «giro cultural» (Ray y Sayer, 1999), la Cultura está más presente en las empresas, ya sea en las divisiones de marketing, de rSC o incluso de recursos humanos (Coy, 2000;Comunian, 2009;Cunningham et al, 1993;Lewandowska, 2015;Throsby, 2010).…”

“…Tal como indican Seitanidi y Ryan (2007), las alianzas implican pasar de una relación con la Cultura basada en resultados a otro modelo de relación basado en los procesos. Las alianzas implican una combinación de recursos de ambas organizaciones para maximizar resultados considerados también comunes (Lewandowska, 2015). Llegamos pues al extremo superior derecho del gráfico 1, pues ahora empresas y agentes culturales realizan proyectos comunes, es decir proyectos culturales que también son empresariales.…”