Performance Measurement Systems in Theatres: The Case of the Municipal Theatre of Ferrara
In recent years, cultural organisations have introduced and tested new management tools to achieve their institutional goals of efficiency, effectiveness and social cohesion. This process has been widely linked to New Public Management for public sector cultural organisations, but the introduction of these tools has been an interesting process in private cultural organisations too. This paper aims at considering more specifically one kind of management tools: performance measurement systems. Their goal is to give to the management a set of information of quantitative and qualitative nature that could guide the strategic choices in the long-term. With this work, we will consider the real possibilities of application of a good performance measurement system in cultural organisations, with a particular focus on theatres. Our research starts with the analysis of the theoretical framework of performance measurement systems and theatres management. The theoretical approach is supported by the analysis of a case study, the Municipal Theatre of Ferrara (Italy). In this way, we will try to verify and discuss opportunities and critical points implied by the introduction of a performance measurement system in theatres.
|Date of creation:||30 Nov 2011|
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- Peacock, Alan T, 1969. "Welfare Economics and Public Subsidies to the Arts," The Manchester School of Economic & Social Studies, University of Manchester, vol. 37(4), pages 323-35, December.
- Higson, Chris, 2001. "Intangibles: Management, Measurement, and Reporting: by Baruch Lev, Washington, DC, Brookings Institution Press, 2001, pp. viii+216," The International Journal of Accounting, Elsevier, vol. 36(4), pages 501-503, 012.
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