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Entrepreneurship, Marketing and Leadership in Non‐Profit Performing Arts Organisations

Entrepreneurship, Marketing and Leadership in Non‐Profit Performing Arts Organisations This paper argues that the entrepreneurial leader in non‐profit Performing Arts Organisations (PAOs) has received too little attention in literature pertaining to these organisations. This criticism also applies to museums. The paper explores how leaders in non‐profit performing arts organisations balance the interests of the various funding sources and market opportunities to service their revenue requirements. It reviews a tension in non‐profit performing arts organisations: the relationship between limited funding and the subsequent need to act entrepreneurially and innovatively among the various funding sources. Using longitudinal analysis of annual reports, the paper uncovers interplay essential to entrepreneurship. Hence, strategies and tensions are highlighed that non‐profit leaders have used. Comparisons are made with non‐profit art museums which previous research has shown have the same funding tensions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Research in Marketing and Entrepreneurship Emerald Publishing

Entrepreneurship, Marketing and Leadership in Non‐Profit Performing Arts Organisations

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1471-5201
DOI
10.1108/14715200480001354
Publisher site
See Article on Publisher Site

Abstract

This paper argues that the entrepreneurial leader in non‐profit Performing Arts Organisations (PAOs) has received too little attention in literature pertaining to these organisations. This criticism also applies to museums. The paper explores how leaders in non‐profit performing arts organisations balance the interests of the various funding sources and market opportunities to service their revenue requirements. It reviews a tension in non‐profit performing arts organisations: the relationship between limited funding and the subsequent need to act entrepreneurially and innovatively among the various funding sources. Using longitudinal analysis of annual reports, the paper uncovers interplay essential to entrepreneurship. Hence, strategies and tensions are highlighed that non‐profit leaders have used. Comparisons are made with non‐profit art museums which previous research has shown have the same funding tensions.

Journal

Journal of Research in Marketing and EntrepreneurshipEmerald Publishing

Published: Jul 1, 2004

Keywords: Entrepreneurship; Marketing; Leadership; Performing arts organisations; Australia; Museums

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