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2014/2015  BA-BHAAV3000U  Arts Management & Cultural Entrepreneurship

English Title
Arts Management & Cultural Entrepreneurship

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Semester
Course period Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Søren Friis Møller - MPP
Administrative contact: Karina Ravn Nielsen - electives.mpp@cbs.dk or 3815 3782
Main academic disciplines
  • Innovation and entrepreneurship
  • Management
  • Experience economy and service management
  • Corporate and Business Strategy
Last updated on 10-04-2014
Learning objectives
Learning Objectives

In order to achieve the grade 12, the student must fulfill the following criteria:
Demonstrate knowledge of the central theoretical frameworks for understanding and defining arts and culture.
Demonstrate knowledge of the central concepts of arts management and cultural entrepreneurship.
Demonstrate knowledge of how to critically identify, assess, analyze and reflect on problems of cultural entrepreneurship and arts management.
Effectively apply methods for analyzing empirical data from case-studies.

The course’s development of personal competences:
The students should build a repertoire of action around their managerial knowledge. They will learn to operate at the complexe intersection between arts, culture, management and entrepreneurship.
They will be able to understand and participate in the management of arts and cultural projects.
They will be able to participate in the creation of new arts and cultural projects, and contribute to their sustainable development in artistic, cultural and economic terms.
Since we expect that students will join the course because of personal interests in arts, culture, management entrepreneurship they will learn how to turn personal competences in these fields into an asset for their future careers.
  • Learn how different theoretical contributions, social practices and political ambitions have contributed to defining arts and culture.
  • Learn how to contribute to the conceptualization, initiation and management of arts and cultural projects.
  • Learn how to use arts and culture to develop existing businesses.
  • Learn how to use arts and culture for social development.
  • Learn how to critically identify, assess, analyze and reflect on problems of cultural entrepreneurship and arts management.
  • Leaern how to apply methods for analyzing empirical data from case-studies.
Arts Management & Cultural Entrepreneurship:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Group exam, max. 5 students in the group
Also possible to make the project individually (max. 5 pages)
Size of written product Max. 20 pages
Assignment type Report
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Winter Term
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure
The student will be asked to discuss key theoretical concepts from the course literature and reflect on them in relation to the empirical challenges presented in the written synopsis.
Course content and structure

Cultural and Creative Sectors as Catalysts for Innovation
The cultural and creative sectors account for 3.3 % of GDP and employ 6.7 million persons in the EU. Compared to the EU economy as a whole, these sectors have proved more resilient during the financial crisis in terms of job creation, production and growth rates. In some cases, such as festivals, urban parties,  regional make overs, and the European Capitals of Culture, investments have produced return on investment around ten times the euro invested. In addition, these investments have positive spill over effects on turism, social cohesion, citizenship, innovation, life quality and the development of new sustainable income sources. In China, public investment in culture has grown by 23% annually since 2007, and the cultural and creative sectors are expected to account for up to 6 % of China's GDP by 2015. 

Yet, the cultural and creative sectors are also challeged: historically linked to the nation state, existing organizational and financial structures prevent development on a global scale. New technologies and social media blur borders between production, dissemination and consumption, and if not explored proactively, these may render existing institutional formats obsolete. Classical distinctions between arts, culture, education and business have been less concerned with entrepreneurial approaches than with preservation of existing borders. Thus, to unfold the potential of cultural and creative sectors in terms of job creation, economic growth, social innovation and sustaiable responses to societal challenges, new competences are needed. 

The course introduces key theoretical frameworks for understanding the creative and cultural sectors. It further explores current issues in the interplay between arts, culture, creativity, entrepreneurship and business, and discuss these in the light of theretical contributions. Through concrete cases, the students encounter cases of cultural entrepreneurship. These cases, and the challenges to management theyinvolve, are discussed with the aim of providing the students with knowledge and competences within the field of arts management and cultural entrepreneurship.Finally, the students are invited to further explore a case of their own choice, either as a study of an existing project (e.g. Love Parade, Distortion, givrum.nu, Farm School NYC), or as a study of a project developped by themselves.  
Teaching methods
The course will consist of dialogue based lectures, asignments in groups around empirical cases of the students' own choices, site visits and contributions from practitioners in the fields of arts management and cultural entrepreneurship.
Further Information
Changes in course schedule may occur.
Tuesday 11.40-14.15, week 36-41, 43-48.
Expected literature

Tentative literature:

Chong, D., 2010, Arts Management. London: Routledge.

Shaw, P. & Stacey, R. (eds.), 2006, Experiencing Risk, Spontaneity and Improvisation in Organizational Change, Working Live. London: Routledge.

Thompson, N. (ed.) 2012, Living As Form, Socially Engaged Art from 1991-2011, Creative Time Books/The MIT Press
Byrnes, W.J., 2009, Management and the Arts, 4th edn., Elsevier/Focal Press
Gombrich, E.H., 1995 15th edn., The Story of Art, Phaidon
Varbanova, L., 2013, Strategic Management in the Arts, Routledge
Belfiore, E. & Bennett, O., 2010, The Social Impact of the Arts, Palgrave Macmillan
Held, D. & Moore, H.L. (eds.), 2008, Cultural Politics in a Global Age, Uncertainty, Solidarity and Innovation, Oneworld Publications
Leadbeater, C., 2009, We Think: Mass Innovation, Not Mass Production, Profile Books Ltd.

Last updated on 10-04-2014