IJAM Volume 7 Number 2 (PDF)

EDITOR’S NOTE

The eclecticism of this issue of IJAM closely mirrors the current state of research in the arts and cultural field. The articles, which come to us from three different continents and five different countries, address five disciplines of the arts – classical music, theatre, musical comedy, film and museums – and touch on three management fields, namely strategic management, marketing and finance.

When it comes to cultural policy, traditions vary widely from one nation to another. In many countries, institutions such as museums are public entities that are managed by the State, while in other countries the private sector takes the initiative to create and administer these institutions. Over the past few years, the cultural sector has seen a gradual transfer of responsibility from the public to the private sector; in Asia, this shift can be seen notably in the museum sector in Taiwan. 

One of the questions that often arises in management concerns the possibility of managing the process of creation. As the TARU project demonstrates, this discussion brings us back to the process of learning and knowledge.

On the marketing front, two articles help to enrich our knowledge of the consumer. The first examines the process of appropriation of classical music by future music-lovers, while the second analyses the reaction of moviegoers to the strategic efforts of movie distributors and exhibitors.

Finally, the cultural sector is not immune to errors and fraud, whether on the part of not-for-profit organizations or large private-sector firms. Another article in this issue looks at a case that recently made headlines.

Our winter issue concludes with a profile of the well-known and highly respected Royal Opera House in London. Readers will discover an example of an executive director who was able to implement a human resources management culture that succeeded in putting the organization back on track after a decade or more of major difficulties.

François Colbert
Editor