A creative twist: management theory, creativity and the arts

For many theorists and practitioners in the area of organizational theory, HRM, marketing and other domains of organization studies, organizational creativity is something to be distilled and managed as an element of organizational performance. The article argues, however, that this process of appropriation from the creative arts is subject to a number of problematic transitions. The article's starting point is the notion of creativity itself. Within the creative arts, the question of what constitutes creativity and its relationship to artistic practice is subject to considerable debate. This debate centers on the question of whether creativity represents an essentialist and inexplicable (even spiritual) component of artistic practice or whether creativity is a trait of work and cannot be attributed as a unique aspect of art. The mantra of creativity provides nothing more than a means to control individuals and provide them with a false hope that contributing to the success of business will provide a means to self fulfillment.

Turning Victoria into cultural capital: Victorian arts policy 1992-1999

Cultural developments in Victoria represent an example of the industry approach to the arts, which guides contemporary public cultural policy. This approach evolved many years back but it is clearly expressed in the Kennett government’s cultural policy document.

Geeks and Gods: ICT`s Debt to the Arts

With each new object and phenomena humankind discovers, develops or invents, a new set of words must be coined or adopted to describe them. Words are not neutral, carrying with them associations and connotations based on their previous applications and alliances, and augmented by their shapes, sounds, rhymes and rhythms. Many words which are now embedded in lCT's, retain and continue to be colored by these earlier meanings, some of which are drawn from myths.The method of vocabulary-building utilized by ICT's reflects its openness to new ideas and users.

Multiculturalism in arts education: engaging schools in effective and authentic pedagogies

Serious questions have been raised by arts educators and community members about the effectiveness of multiculturalism that is usually enacted in Australian school settings by multi-arts festivals and related classroom activities. By exploring resources available to teachers, snapshots can be created of school practices that purport to be multicultural. Often these are only thematically integrated interdisciplinary exercises that do not reflect the complexity and diversity of true multiculturalism. Australia has for some time positioned itself as part of the global community. How this has been enacted in schools' multi-arts practices demonstrates our changing understanding of multiculturalism. The recent Australian National Review of School Music Education (2005) exhorts us to recognise cultural diversity, encourage participation and engagement and form partnerships, connections and networks. To achieve this we need to demonstrate authentic practice. Tucker (1992) has created an authenticity checklist that argues that materials should be prepared with the involvement of someone within the culture and include cultural context. Without this, we risk stripping the arts of much of its meaning. The authors contend that it should be possible in 21st century Australia to create authentic, meaningful arts education practices in schools given the rich cultural mosaic that forms our contemporary society.

Managerialism and the arts : a complete and utter bloody waste of time

Managerialism has been adopted with alacrity by Australian government agencies across multiple sectors. Studies of managerialism in concept and practice have been undertaken in some public sectors but not from a critical management perspective. This position paper examines the contribution of organization theory to an understanding of managerialism. Here we challenge the appropriateness and effectiveness of new managerialism generally, and for the arts in particular, through an analysis of conflict between an Artistic Director, General Manager and Board in a key Australian community arts organization. We call for further research into the appropriateness of management theory and practice for the arts; and seek better ways of managing our cultural capital.

Using creativity to achieve an entrepreneurial future for arts marketing

The marketing concept fails to explain marketing behaviour of small firms. Similar comments are now being made of large firms. This gap between theory and practice is even more significant in non-profit and arts organisations where sector specific philosophies often determine how marketing is embraced, with its underlying notions of the customer and profitability. Many of these organisations must overcome severe resource constraints by thinking creatively. This paper investigates the relationship between art, marketing, entrepreneurship and creativity in order to reach a clearer understanding of how creativity can assist both the arts organisation and those involved in researching the sector. There have been increasing calls within the academic marketing community to instil a creative philosophy within the research process. This call has not resulted in much research on the phenomenon within marketing, and certainly not from a nonprofit perspective. This paper discusses creativity as a concept drawing on a diverse range of literatures outside the management discipline. The link between creativity, marketing, entrepreneurship and art is analysed. Justification of the incorporation of creativity in the research process is presented for practitioners and theorists in marketing and the arts, so that they can learn from each others' disciplines. Implications for future research are presented, where creativity is viewed as the centre of a non-linear, free thinking understanding of artistic truth.