Arts and cultural activity in Asia is increasingly seen as important internationally, and Asia's growing prosperity is enabling the full range of artistic activities to be better encouraged, supported and managed. This book presents a range of case studies of arts and cultural leadership across a large number of Asian countries. Besides examining different cultural frameworks and contexts, the book considers different cultural approaches to leadership, discusses external challenges and entrepreneurialism, and explores the impact of politics. Throughout, the book covers different art forms, and different sorts of arts and cultural organisations.…mehr
Arts and cultural activity in Asia is increasingly seen as important internationally, and Asia's growing prosperity is enabling the full range of artistic activities to be better encouraged, supported and managed. This book presents a range of case studies of arts and cultural leadership across a large number of Asian countries. Besides examining different cultural frameworks and contexts, the book considers different cultural approaches to leadership, discusses external challenges and entrepreneurialism, and explores the impact of politics. Throughout, the book covers different art forms, and different sorts of arts and cultural organisations.
Jo Caust is a very experienced arts consultant based in Melbourne, Australia, working with a wide range of organisations in Australia and Asia. Previously she was an Associate Professor and Director of the Arts and Cultural Management Program at the University of South Australia, and before that worked in the arts sector as an arts practitioner, arts manager and consultant. She is also a Principal Fellow at the University of Melbourne, author of two previous books on arts management, and the Managing Editor of the online academic journal, Asia Pacific Journal of Arts and Cultural Management.
Inhaltsangabe
Introduction Part 1: Politics, Art and Culture 1. Contesting Artistic Leadership in the Global City 2. Re-negotiating the Arts in China: Creating a New Space 3. Growing into Failure: The Hong Kong Arts Development Council 4. Interlocution and Engagement: Cultural Public Sphere and Culture Policy in Taiwan Part 2: Integrity, Adaption and Entrepreneurialism 5. Cultural Leadership: The Play of the Indigenous and the Contemporary: Two Case Studies from Bandung City, Indonesia 6. Leadership in a Transition Period: The Case of Tran Huu Trang Cai Luong Theatre in Vietnam 7. A New Concept of Organizational Structure and Leadership Practice at Bishaud Bangla in Chittagong: the Challenges and the Potential 8. The Studio Safdar Story Part 3: Institutions, Cultures, Collaborations and Individuals 9. Dual Roles - Collaborative Leadership in a Newly Developed Music Ensemble: A Case Study from Hong Kong 10. Private Public: The Independent Indian Art Museum as Catalyst 11. On Your Toes: Perception of Leadership Influences in Dance Companies in Singapore 12. Different Cultures but Similar Contexts: Leadership of Major Performing Arts Centres 13. Strategic Leadership and Management in China's Music Publishing Industry: A Case Study of the Shanghai Music Publishing House 14. Rise of a Choral Director: The Case of an Asian Cultural Leader 15. Vive la Différence! Taking Advantage of Cultural Difference in International Arts Exchanges with Asia
Introduction Part 1: Politics, Art and Culture 1. Contesting Artistic Leadership in the Global City 2. Re-negotiating the Arts in China: Creating a New Space 3. Growing into Failure: The Hong Kong Arts Development Council 4. Interlocution and Engagement: Cultural Public Sphere and Culture Policy in Taiwan Part 2: Integrity, Adaption and Entrepreneurialism 5. Cultural Leadership: The Play of the Indigenous and the Contemporary: Two Case Studies from Bandung City, Indonesia 6. Leadership in a Transition Period: The Case of Tran Huu Trang Cai Luong Theatre in Vietnam 7. A New Concept of Organizational Structure and Leadership Practice at Bishaud Bangla in Chittagong: the Challenges and the Potential 8. The Studio Safdar Story Part 3: Institutions, Cultures, Collaborations and Individuals 9. Dual Roles - Collaborative Leadership in a Newly Developed Music Ensemble: A Case Study from Hong Kong 10. Private Public: The Independent Indian Art Museum as Catalyst 11. On Your Toes: Perception of Leadership Influences in Dance Companies in Singapore 12. Different Cultures but Similar Contexts: Leadership of Major Performing Arts Centres 13. Strategic Leadership and Management in China's Music Publishing Industry: A Case Study of the Shanghai Music Publishing House 14. Rise of a Choral Director: The Case of an Asian Cultural Leader 15. Vive la Différence! Taking Advantage of Cultural Difference in International Arts Exchanges with Asia
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