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Managing the performance of arts organisations: pursuing heterogeneous objectives in an era of austerity

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posted on 2023-06-09, 08:09 authored by Aminah Abdullah, Iqbal Khadaroo, Christopher Napier
This study provides insight into how two national arts organisations located in London manage their performance in the pursuit of heterogeneous objectives, within the confines of external influences. These organisations significantly rely on the government for funding and are therefore required to implement policy initiatives, albeit at arm's length from the government. Performance management systems (PMSs) were primarily designed to enable trustees discharge their statutory duties of collecting, preserving, and displaying objects and works of arts, which were reflected in a management agreement containing the government's strategic priorities. The findings show that the changing politico-economic climate has subtly started to change values, accountability relationships and realities in the field of arts and culture. Whilst arts organisations emphasised socio-cultural objectives in strategic planning and operational processes, external pressures arising from austerity has subtly started to displace socio-cultural values. Business language, vocabularies, and tools commonly used in the private sector are insidiously taking roots in arts organisations. Austerity provided a signal to executives that the survival of their core activities was at stake and, they have to engage in income generating activities to support their core activities.

History

Publication status

  • Published

File Version

  • Accepted version

Journal

The British Accounting Review

ISSN

0890-8389

Publisher

Elsevier

Issue

2

Volume

50

Page range

174-184

Department affiliated with

  • Accounting and Finance Publications

Full text available

  • Yes

Peer reviewed?

  • Yes

Legacy Posted Date

2017-10-02

First Open Access (FOA) Date

2019-10-04

First Compliant Deposit (FCD) Date

2017-10-02

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