Arts Marketing Framework: The Arts Organisation as a Hub for Participation

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This Worcester Business School publication by Ria Wiid and Paulo Mora-Avila outlines how the proliferation of artistic content, increased mobility of people, ethnic diversification, and increased scarcity of time outside of work calls for an integrated approach to marketing within the arts. The paper proposes a framework for the marketing of arts based on participation, co-creation, and social networks. Additionally, the framework considers the role of self-construal in the participation of arts.

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The State of Diversity Among Leadership Roles Within Canada’s Largest Arts and Culture Institutions

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This Emerald Insight journal issue by Charlie Wall-Andrews, Rochelle Wijesingha, Wendy Cukier, and Owais Lightwala aims to explore whether the membership of Canada’s largest arts and cultural organizations well-reflect the country’s diversity and examine the state of diversity among leadership roles within these institutions when viewed through a geographical, gender, racial, and intersectional lens. The authors found that there is a disconnect between Canada’s diversity and the leadership representation among the largest arts and culture organizations.

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Culture Track 2017 Reports→

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New behaviours are driving digital engagement, loyalty, and giving. Measuring, proving, and articulating social impact has never been more important in the eyes of cultural consumers. Released in: a top-line deck, a top-line report, a supporting data document containing over two hundred graphs, and the raw data tables.

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Creative City Network Cultural Planning Toolkit→

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A guide for the process of cultural planning in a community. It includes an adaptable model and practical checklists for navigating and charting progress. Background material and additional details are provided on a companion website.

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A Model Succession Process: Vancouver International Writers Festival→

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Analysis of the process that the Vancouver International Writers Festival used in planning and implementing the succession of its founding artistic director. Describes that procession in detail so that other cultural organizations might use it as a model. 

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Arts & IT: Technology Adoption and Implementation in Arts Organizations→

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Examines how organizations use, implement and plan for technology. The report finds that two areas of greatest difficulty regarding technology implementation among arts organizations are "building/maintaining technology infrastructure and writing grants for technology."

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Inside, Outside, Beyond: Artistic Leadership for Contradictory Times→

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Recommended reading: This Bluecoat initiative articulates the need for support of existing + emerging arts leaders and sets out “a simple framework for artistic leadership in the future, one which can be used to develop ways of working, organisations and networks which can be adaptive and resilient and which can produce the kind of rich cultural value desired.” Bluecoat is Liverpool’s centre for the contemporary arts and the UK's oldest arts centre.

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