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on Cultural Economics |
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Issue of 2025–03–24
fifteen papers chosen by Roberto Zanola, Università degli Studi del Piemonte Orientale |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief paper explores the strategies and practices for integrating diversity, equity, and inclusion (DEI) in the performing arts. It reviews research on the impact of motivational patterns on artists and management. Key insights include the role of inclusive music education in shaping student perceptions, the importance of diverse pedagogical strategies by educators, and the significance of cross-cultural performance. The paper highlights the role of Chief Culture Officers and effective arts plans in advancing DEI. Additionally, it discusses how music programs can move beyond Eurocentric focuses to embrace a broader range of music genres. The study provides a more comprehensive understanding of how the definition and implementation of DEI-oriented management strategies can enhance the performing arts. |
| Date: | 2024–09–02 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:a9k8f_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief article explores the shifting landscape of classical music, driven by evolving audience tastes and preferences. It examines key drivers such as technological innovation, demographic changes, socioeconomic factors, and changing media consumption patterns that have reshaped the industry. The article highlights the impact of these shifts on management strategies, emphasising the need for audience development, financial analysis, and strategic agility. It also showcases innovative practices adopted by orchestras to enhance audience engagement, including hybrid performances, collaborative projects, educational outreach, technological integration, and community engagement. The article concludes by outlining opportunities for future research and the importance of continuous adaptation and creativity for the resilience and vitality of classical music and the performing arts. |
| Date: | 2024–05–25 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:gj7c2_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief article explores the transformative role of virtual orchestras in modern musical performance and production. It examines how digital technologies are reshaping the ways in which music is composed, staged, and experienced, highlighting both the opportunities and challenges posed by this evolution. The discussion covers the technological developments enabling these changes, alongside potential cultural and ethical implications, especially concerning the impact on live musicianship and audience engagement. Importantly, it also addresses why understanding these developments is crucial for orchestra managers, who must handle these innovations while maintaining artistic integrity and financial sustainability. This paper aims to provide insights into the integration of virtual orchestras within traditional and contemporary music landscapes. |
| Date: | 2024–06–04 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:uqhvy_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief review paper explores the economic impact of cultural institutions, focusing on three critical areas: the indicators and methodologies for impact assessment, the broad benefits of cultural investments, and the roles of cultural tourism and public spending. The synthesis draws on diverse sources to suggest that a comprehensive understanding of these factors is crucial for redefining the roles of cultural managers beyond artistic custodianship to agents of economic development, significantly influencing local and broader economic landscapes. |
| Date: | 2024–06–03 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:n7rgb_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief note presents a strategic framework for the digital transformation of performing arts and cultural institutions. It identifies four key dimensions of digital transformation: artistic innovation, audience engagement, organisational and operational efficiency, and financial sustainability. The note emphasises the importance of setting high aspirations, driving an inclusive planning process, and focusing on execution, accountability, and sustainability to successfully implement the digital transformation journey and redefine the offerings and operations of these institutions in the digital world. |
| Date: | 2024–05–17 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:xtcpg_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief note explores the debate surrounding the use of dual leadership models, where an executive director and an artistic director both report to the board, in the management of arts and cultural institutions, including orchestras and operas. It highlights that while the dual leadership model offers benefits such as enhanced creativity, improved decision-making, and increased organisational adaptability, it also introduces potential challenges like conflict, divergent objectives, and increased complexity in leadership dynamics. The note highlights the need for a balanced consideration of the advantages and drawbacks of both single and dual leadership models to support the blend of artistic excellence and managerial efficacy in successful arts and cultural organisations. |
| Date: | 2024–04–21 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:gvqhb_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief note explores the varied funding models for orchestras worldwide, illustrating how historical, cultural, political, and economic factors shape their financial strategies. Orchestras in Europe often benefit from substantial government support, viewing cultural pursuits as public goods, whereas those in the United States predominantly rely on private funding due to limited public subsidies. A hybrid model is also discussed, prevalent in the UK, Asia, and Australia, which combines governmental support with private sources to ensure financial stability and uphold the cultural significance of orchestral music. The note emphasises the need for skilled management across these diverse funding environments to sustain long-term viability and achieve artistic goals. |
| Date: | 2024–04–28 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:awdpv_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief note explores the transformative potential of robotic and virtual conductors in enhancing orchestral performances, highlighting their role as innovative tools that complement human creativity and reshape management strategies within the music industry. |
| Date: | 2024–04–07 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:29az5_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief note explores the relationship (if any) between an orchestra's funding model and the management mindset of its leadership team, which is a crucial yet understudied aspect of cultural institution operations. It highlights how government, private, and hybrid funding models tend to shape the organisation's management approach, leading to administrative, entrepreneurial, or hybrid mindsets respectively. The article emphasises the need for arts managers to understand and adapt to the specific funding models and their influence on performance management systems, decision-making processes, and broader management approaches within cultural institutions. |
| Date: | 2024–05–05 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:ncvj4_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief article explores the absence of the Chief of Staff (CoS) role in performing arts organisations and reviews the key scientific literature on the role and functions of a CoS. It examines the potential benefits of introducing a CoS, such as improved operational efficiency, better alignment between artistic and administrative functions, and enhanced communication. The paper discusses the role definition of a CoS and outlines the challenges and limitations of implementing this position in a cultural setting, including resistance from staff, budget constraints, cultural differences, and the complexity of measuring impact. Ultimately, it argues that a CoS could significantly enhance the strategic and operational effectiveness of performing arts organisations. |
| Date: | 2024–06–10 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:t5nr6_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief case study review explores the digital transformation journeys of renowned orchestras worldwide, highlighting key learnings and strategies. The paper examines five case studies from international orchestras. These institutions have used digital platforms, data analytics, and innovative technologies to enhance audience engagement, expand reach, and improve operational efficiency. The findings emphasise the importance of digital transformation for long-term sustainability and competitiveness in the performing arts. Key insights include the potential for increased global audience engagement, diversified revenue streams, and enhanced customer experiences through data-driven strategies. Case studies were built upon publicly available material rather than official documents or interviews, which may imply some imprecision. |
| Date: | 2024–06–18 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:ugsjh_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | Based on a review of existing literature, this brief article presents an initial exploration of the impact of orchestras on various aspects of society, extending beyond their traditional role in entertainment. It highlights the potential of orchestras to act as agents of social change by influencing civil society, fostering personal development, and addressing social issues. The article categorises the social impact of orchestras into four main areas: social and educational impact, cultural and emotional influence, institutional strategy and challenges, and policy and financial support. It also identifies opportunities for future research to deepen our understanding of the transformative role orchestras can play in contemporary society, such as in education, community development, digital engagement, cultural diversity, and health. |
| Date: | 2024–05–29 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:43jvd_v1 |
| By: | Salvaggio, Salvino A. PhD |
| Abstract: | This brief paper explores the psychological and motivational influences on performing artists and leaders within the performing arts. It synthesises research on psychological characteristics, motivational patterns, emotional responses, and personality traits affecting artists' careers and leadership. Key insights include the role of resilience, adaptability, and self-efficacy in managing career challenges and the predominance of intrinsic motivation driven by personal fulfilment. The paper also examines effective leadership, highlighting the balance of emotional and rational thinking, and its impact on team motivation and psychological control. |
| Date: | 2024–08–17 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:4qjdc_v1 |
| By: | Madandar Arani, Sara |
| Abstract: | As contemporaneous writers, Howard Phillips Lovecraft and Sadegh Hedayat’s Gothic fiction has been concerned with a dramatization of the hidden fears of characters; however, their narratives go beyond a mere representation of human woes. This study explores how both authors write about minds polluted by fear, anxiety, and return of the repressed, and simultaneously reflect these afflictions in their narrative structures. Edgar Allan Poe’s Gothic tradition influenced both authors, despite their distinct cultural and geographical contexts, revealing that while Lovecraft’s Gothic leans toward cosmic horror and Hedayat’s toward realism, both are unified by a humanistic core and a profound engagement with the uncanny. In both authors’ works, upon the resurgence of the Freudian uncanny in the narrated world a concomitant shockwave is sent back onto the narrative plane, representing the depicted psychological fragmentation of the characters. This article examines how their narratives act as a symbiotic extension of the Gothic worlds they create, demonstrating how the experience of the uncanny disrupts the narrative structure, influencing both its temporality and emplotment. Through their shared narrative strategies as well as their stylistic divergences the Gothic emerges as a medium capable of transcending cultural boundaries and addressing modern anxieties. |
| Date: | 2025–01–23 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:vnf2s_v1 |
| By: | Gioia, Francesca (University of Milan); Morabito, Leo (University of Milan) |
| Abstract: | The content creator economy has rapidly emerged as a new labor market, enabling ordinary individuals equipped with a smartphone or a video camera to embark on real online careers. We analyze over 18, 000 YouTube channels created in Italy between 2006 and 2023 and show that, despite being highly flexible and free of entry barriers, the content creator market has not proven capable of solving traditional gender gaps. Our findings indicate that men seized the opportunities offered by the digital world early on, while women began a significant entry only after 2011, with a peak during the COVID-19 pandemic. The thematic area of the content also varies by gender: women are predominantly active in the Beauty and Food topics, whereas men are more present in Technology and Knowledge. Furthermore, female content creators tend to have a shorter permanence on the platform and, despite producing more videos on average, they receive lower engagement and appreciation from audiences. We suggest several interconnected mechanisms that could possibly explain our findings: gender differences in interest in STEM and ICT fields and entrepreneurial skills; the lack of female role models, particularly in non-stereotypical domains; stereotypes and social norms influencing both content production and audience preferences; and greater female aversion to negative feedback. |
| Keywords: | gender differences, content creator, digital economy |
| JEL: | D9 J01 J16 J2 |
| Date: | 2025–02 |
| URL: | https://d.repec.org/n?u=RePEc:iza:izadps:dp17666 |