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Chinese Model of Cultural System Reform on Mid-Sized Performing Arts Organizations

An, Lin
http://rave.ohiolink.edu/etdc/view?acc_num=osu1392907950

Abstract Details

2006, Master of Arts, Ohio State University, Arts Policy and Administration.
At the beginning of 21st century, China’s cultural sector experienced a wave of cultural system reform that saw the transition of many cultural organizations from public institution to enterprise (shi zhuan qi), marketization and joint-stock entities. This thesis examines the idea and implementation of this cultural system reform on mid-sized Chinese performing arts organizations. The study explores how the model of “conglomerate” has worked in pilot reform cases, what particular reform approaches and strategies have been adopted, and what part reform plays in the hot “creative industry” discourse. After an introduction of terms, background, and general history of China’s cultural policy and cultural sector, four reform cases are analyzed, respectively, Beijing Children’s Art Theatre Co. Ltd, Shenzhen Song & Dance Troupe Performing Arts Co. Ltd., Beijing Song & Dance Theater Co. Ltd., and Jiangsu Province Performing Arts Group. The findings from these cases indicate four possible reform stages of a cultural organization - subsidiary of public agency, shiye danwei (public institution), state-owned enterprise, and joint-stock company; and its possible three transition steps - separation of public administration and shiye danwei, transformation from shiye danwei to enterprise, and the joint-stock reform. While reform approaches and result may vary, cultural organizations would experience at least one or two of these steps. These pilot organizations adopted quite different reform approaches according to their internal and external circumstances; nevertheless, all follow a model of “conglomerate”. This study further summarizes reform cases through analyzing two dimensions of an organization's conglomerate effort - what it conglomerates and where this conglomerate happens. Through cases, this study also suggests that the reform of infrastructure might be an effective impetus for the creativity and innovation of the core. The study concludes that in the process of broadening and deepening the system reform to the entire cultural sector, local government responsibility and strategic choices are crucial. It is intended to stimulate further investigation into the theory and practice of this cultural reform, especially potential reform problems such as how to relocate surplus personnel and how to reduce the loss of state-owned assets due to restructuring.
Margaret Wyszomirski (Advisor)
Sam Short (Committee Member)
94 p.
Arts Management

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Citations

  • An, L. (2006). Chinese Model of Cultural System Reform on Mid-Sized Performing Arts Organizations [Master's thesis, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1392907950

    APA Style (7th edition)

  • An, Lin. Chinese Model of Cultural System Reform on Mid-Sized Performing Arts Organizations. 2006. Ohio State University, Master's thesis. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1392907950.

    MLA Style (8th edition)

  • An, Lin. "Chinese Model of Cultural System Reform on Mid-Sized Performing Arts Organizations." Master's thesis, Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=osu1392907950

    Chicago Manual of Style (17th edition)

osu1392907950
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© 2006, all rights reserved.
This open access ETD is published by The Ohio State University and OhioLINK.