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BECOMING AN ARTIST-MANAGER: The Managerial Learning of a Theater Director

Author

Listed:
  • Isabelle Horvath

    (Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations)

  • Nathalie Krief

    (Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations)

Abstract

The purpose of this chapter is to describe the socio-economic intervention process carried out within a performing arts organization and analyze its contributions, particularly from the point of view of the development of managerial skills. The issue we raise is that of the ability of organizational members, especially that of the Director, to reconcile the tension between managerial skills and artistic skills, focusing on improving the organizational and financial performance of a cultural and artistic organization.

Suggested Citation

  • Isabelle Horvath & Nathalie Krief, 2015. "BECOMING AN ARTIST-MANAGER: The Managerial Learning of a Theater Director," Post-Print hal-01155224, HAL.
    • Handle: RePEc:hal:journl:hal-01155224
    as

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