The Routledge Companion to Governance in the Arts World

Ruth Rentschler is Professor of Arts & Cultural Leadership in UniSA Business, University of South Australia. Wendy Reid is Honourary Professor in Management at HEC Montréal, Canada. Chiara Carolina Donelli is Assistant Professor in the Venice School of Management at Ca’Fosceri University, Venice, Italy.

Introduction: Enriching the governance field 1. Introductory reflections on arts governance: Progress or prospect? Ruth Rentschler, Chiara Carolina Donelli and Wendy Reid 2. Seeking legitimacy for arts governance: Definitional challenges and resolutions Ruth Rentschler, Bianca Araujo and Chiara Carolina Donelli Part I: Individual directors, power and diversity 3. Arts governance in cultural organisations: Experiences of board members of African descent in the US Antonio C. Cuyler 4. Balancing identities: board members’ dual roles in small, volunteer-operated artistic organisations Stéphanie Havet-Laurent, Ruth Rentschler and Wendy Reid 5. Abusive leadership in the arts and the crisis of accountability Melissa Nisbett, Ben Walmsley and Emma McDowell 6. Performing arts governance and the African personality ideology: A focus on Ghana Amos Darkwa Asare Part II: Governance, the board-organisation nexus and its accountabilities 7. Practices at the nexus of logics when boards and co-leaders undertake governance work Hilde Fjellvær and Wendy Reid 8. Accountability and governance in cultural organizations Paula Dubini and Alberto Monti 9. Comparing ideal types of governance, funding and leadership in nonprofit cultural organisations in the USA and France Anne Gombault, Philippe Ravanas, Bénédicte Jamin and Marek Prokůpek Part III: Complexity of governance in organisations 10. Who really governs and how: Power, influence, and the role of dominant coalitions in the governance of nonprofit arts organisations David O. Renz and Fredrik O. Andersson 11. Co-governance of an arts organisation and its parallel foundation: A role space shared by two boards Wendy Reid, Melissa Wilson and Johanne Turbide 12. Cultural governance from an international comparative perspective Annick Schramme and Ian King 13. Hoisted by their own petard? Dynamics of inclusivity and exclusivity among large nonprofit arts organizations and governance reconsidered Francie Ostrower 14. Governance complexity in industrial heritage museums Ekaterina Baskakova, Paolo Ferri and Luca Zan Part IV: Governance of collaboration in communities and fields 15. From government to governance: Engaging funding stakeholders through collaborative governance Isabella Mozzoni, Chiara Carolina Donelli, Francesco Badia and Fabio Donato 16. Korean disability arts policy and collaborative governance Shin-Eui Park, Boram Lee and Ruth Rentschler 17. Collaborative governance approach to sustainable development in local communities: Insights from the managers of US-based arts and culture nonprofits Alisa V. Moldavanova, Nathaniel S. Wright and Karine Baydoun Ibrahim 18. Resilience in a time of crisis: A piece of the cultural governance puzzle Julie Bérubé Part V: Policy environments and cultural governance 19. The fragility of cultural governance: A re-evaluation of the cultural city project in Korea WoongJo Chang 20. Cultural governance in hybrid regimes: Strategies and models of and for survival – a view from Serbia Milena Dragićević-Šešić and Milena Stefanović 21. Government as guarantor of artistic freedom? Public governance of the arts in Sweden Katja Lindqvist 22. Cultural governance as field governance: Interest groups and the transformational work on cultural policy Verena Teissl and Wendy Reid 23. Cultural observation for cultural governance: Between contemplation and transformation Maria Lusiani, Fabrizio Panozzo and Andrea Santini 24. Governance of live performing arts: Building strong cultural institutions in developing countries Gabriel Arjona-Pachon and Jaime Ruiz-Gutierrez 25. Towards an anti-capitalist and decolonised model of cultural governance in Southeast Asia Sunitha Janamohanan