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ETD Abstract Container

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Training arts administrators to manage systemic change

Dewey, Patricia Marie
http://rave.ohiolink.edu/etdc/view?acc_num=osu1085002604

Abstract Details

2004, Doctor of Philosophy, Ohio State University, Arts Policy and Administration.
A growing perception exists in the nonprofit professional arts that training needs to be adjusted to changing demands in a more broadly defined cultural sector. The cultural sector is represented not only by the fine arts (i.e., non-profit or public sector professional organizations), but also by commercial arts, applied arts, the heritage sector, and amateur arts. Major changes are affecting the cultural sector around the world and suggest an urgent need for new skills in cultural administration. This dissertation explores the extent to which current training in arts administration is suited to meet changing demands in the cultural sector in North America and Europe. It is demonstrated that a disconnect exists between new demands in the cultural sector and the current focus of arts administration training. This gap would suggest that new skills are required to manage systemic change to assist the fine arts in coping with new challenges and opportunities. It is argued that four major paradigm shifts – in the world system, the arts system, the cultural policy system, and the arts funding system – are affecting or producing systemic change in the cultural sector. Despite the demands of these paradigm shifts, however, current arts administration education still seems to focus on the domestic environment, the fine arts sector, organizational administration, and outdated arts funding models. The dissertation explores the ways in which four major paradigm shifts as identified above manifest themselves in the diverse sociopolitical and economic environments of Columbus, Ohio/USA; Vienna, Austria; and Budapest, Hungary. Comparative analysis of the cases – all three focus on the classical music subsegment of the fine arts sector – provides evidence of disconnects between changing systemic demands, training options, and capacities to manage change in the cultural sector. The final chapter proposes a new systemic capacity building educational model to address systemic change in the cultural sector, and discusses specific avenues for future research.
Margaret Wyszomirski (Advisor)
322 p.
Arts administration education; Cultural policy; Change management

Recommended Citations

Citations

  • Dewey, P. M. (2004). Training arts administrators to manage systemic change [Doctoral dissertation, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1085002604

    APA Style (7th edition)

  • Dewey, Patricia. Training arts administrators to manage systemic change. 2004. Ohio State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1085002604.

    MLA Style (8th edition)

  • Dewey, Patricia. "Training arts administrators to manage systemic change." Doctoral dissertation, Ohio State University, 2004. http://rave.ohiolink.edu/etdc/view?acc_num=osu1085002604

    Chicago Manual of Style (17th edition)

osu1085002604
1,694
© 2004, all rights reserved.
This open access ETD is published by The Ohio State University and OhioLINK.