Management in the Performing Arts: An Empirical Exploration of Organizational Structures in Indian Theatre

Kanika Khurana, A. Ghosh
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Abstract

It is well established that organizational structure is critical to the performance of organizations. For performing arts organizations, especially from developing countries such as India, mere survival is a struggle and sustainability becomes a vital goal before the achievement of mission. Our emergent conceptual framework, based on a grounded theory study of six theatre organizations, sheds light on aspects of organizational structure that have contributed to organizational sustainability. Theatre organizations in India are highly dependent on a small core group, often comprising founders or founding families, and rely on strong personal networks in the arts sector. They are supported by membership that is flexible and project-oriented, and organizational boundaries are relatively porous. An exploration of performing arts in the Indian context offers valuable points of comparison to the nature of organizational structures of arts organizations in the West, as evidenced by Western literature.
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表演艺术的管理:印度剧院组织结构的实证探索
众所周知,组织结构对组织的绩效至关重要。对于表演艺术组织,尤其是来自印度等发展中国家的表演艺术组织来说,仅仅是生存就是一场斗争,可持续性成为实现使命之前的重要目标。我们的新兴概念框架基于对六个剧院组织的基础理论研究,揭示了组织结构对组织可持续性的贡献。印度的剧院组织高度依赖一个小型核心团体,通常由创始人或创始家族组成,并依赖艺术部门强大的个人网络。他们得到了灵活和面向项目的成员资格的支持,组织边界相对疏松。对印度背景下的表演艺术的探索,为西方艺术组织的组织结构性质提供了宝贵的比较点,西方文献证明了这一点。
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来源期刊
CiteScore
3.90
自引率
31.20%
发文量
25
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