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Symphony Audience Development: Analysis of Organizational Culture in the Performing Arts
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Symphony Audience Development: Analysis of Organizational Culture in the Performing Arts

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This is my presentation from the International Conference on the Arts in Society on July 29, 2009.

This is my presentation from the International Conference on the Arts in Society on July 29, 2009.

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  • 1. Symphony Audience Development:Analysis of Organizational Culture in the Performing Arts
    July 29, 2009
    Erin E. Gore
  • 2. Structure of Presentation
    Introduction
    Research
    Research Strategy
    b) Research Questions
    III. Findings
    IV. Conclusion
  • 3. Goal of Case Study
    • Discover how the tensions within a symphony can be harnessed into a positive effect for the organization
    • 4. Fill the gap in existing literature
  • Organizational Culture
    • Evolving internal dynamics and behaviors which affect management outcomes within an organization
  • Inherent Tension
    • The tension that can manifest while attempting to appeal to a wide range of audiences and maintain artistic quality
  • Inherent Tension
  • 5. Existing Research
    • Established connection between artistic programming and audience development
    • 6. Lack of research investigating the connection between symphony organizational culture and artistic programming
  • Hypothesis
    • Internal organizational dynamics of a symphony orchestra affect the ultimate product of artistic programming
  • Research Strategy
    • Literature Review
    • 7. In-depth Case Study
  • The Eugene Symphony
    • Professional Orchestra
    • 8. $2 Million budget
  • Main Research Questions
    How does a symphony’s organizational culture and structure affect the artistic programming?
    How can symphonies utilize programming to optimize their audience development efforts and increase organizational stability?
  • 9. The Artistic Process and Inherent Tension
    • A challenge between economic and administrative sides of an organization
    • 10. Product of the hierarchical management structure
  • Symphony Hierarchical Structure
  • 11. Inherent Tension
  • 12. “It is not necessarily destructive to have friction and struggle in an organization”
    Report of the National Task Force for the American Orchestra, p. 75
  • 13. How does Symphony Organizational Culture affect Artistic Programming?
    • The traditional hierarchical symphony structure affects decision-making
    • 14. Organizational history and values influence programming
  • Findings:
    • Organizational Culture
    • 15. Inherent Tension
    • 16. Artistic Programming
  • Organizational Culture
    • Inclusivity within organizational culture increases commitment to artistic output
  • Inherent Tension
    • Communication from both the musicians and management led to a positive organizational culture
  • Programming
    • Connection and passion for classical music aligns organizational goals with artistic programming
  • “Artistic programming is like putting this huge puzzle together”
    Chris Collins, Education and Operations Director, Eugene Symphony
  • 17. Programming
    Eugene Symphony Programming, 1999-2009
  • 18. Implications
    • Connection between organizational culture and artistic product of all arts organizations
    • 19. Need for further research
  • Conclusion
    • Correlations exist between the organizational Culture and Artistic Programming in the Eugene Symphony
  • Questions?