The Value of Arts for Business
The traditional view of the relationship between business and the arts is very much a one-way affair: organisations may endorse, fund or publicise the arts but the arts have nothing to offer from a business perspective. The Value of Arts for Business challenges this view by showing how the arts, in the form of Arts-based Initiatives (ABIs), can be used to enhance value-creation capacity and boost business performance. The book introduces and explains three models that show how organisations can successfully implement and manage ABIs. Firstly, the Arts Value Matrix enables managers to see how organisational value-drivers are affected by ABIs. Secondly, the Arts Benefits Constellation shows how to assess the benefits of using ABIs. Finally, the Arts Value Map shows how ABIs can be integrated and aligned with organisational strategy and operations. These models lay the foundations for a new research area exploring the links between arts and business.
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activities adoption of ABIs aesthetic experiences aesthetic properties aimed and/or approach art forms artefacts artistic process artistic products arts architect arts in management arts management team Arts Value Matrix arts-based experiences artworks assessment basis behaviours brainware business issues business performance improvements business problems challenges characterising Circus Space communication conceptual considered create creative culture define deployed development of organisational emotional and energetic emotive knowledge emotive mind employees energetic dynamics energy engage enhance feelings focus focused forum theatre fundamental gible goal human identify impact of ABIs implementation of ABIs individual inspire intangible assets integrated interpretation involved isational management means managerial mechanisms ment netware organisation’s organisational capabilities organisational components organisational infrastructure organisational knowledge assets organisational value organisational value-creation capacity organisational value-drivers people’s emotions perspective rational recognised relationships relevance represent rience role sensory system social social capital Spinach stakeholders tion tional today’s Tom Conway transformation understanding workplace