Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0201

• Abstract

  The term ‘social desirability bias’ (SD bias) is used to describe a systematic tendency to adapt one’s behavior or communication to conform to perceived social norms. While SD bias, which can affect the validity of empirical studies, has received considerable attention in psychological research, it has yet to be examined in the context of the fine and performing arts. This study is among the first to provide empirical evidence for high trait desirability (TD) in the cultural sector and a resultant SD bias. It shows that due to SD bias, audiences in the cultural sector are more likely to give misleading positive feedback. It is therefore incumbent on researchers in the cultural sector to integrate an awareness of and possibilities for mitigating SD bias at all stages of their studies. This paper offers several specific suggestions on how this can be done.

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0202

• Abstract

  Along with the debate on the role of culture in development and the consequent establishment of culture-based local strategies, a significant number of impact evaluation studies have been produced to demonstrate culture’s instrumental function. This article explains that the rationale behind this impact research has been biased towards economic appraisals, and it advocates bringing social and intangible dimensions, beyond the tangible and monetary ones, into the debate. This change can highlight the mechanisms through which culture and the arts can enrich societies and individuals. In doing this, and on the basis of a literature review, the article presents the current practices in social impact assessments of cultural activities, by describing the type of documents identified, the project beneficiaries and providers, the contexts in which assessments take place, the cultural inputs and artistic forms that drive the potential effects, the main impact areas covered by the studies, the time frame for the impact analyses and the methodological approaches. Moreover, it stresses the complexity and constraints of conducting social impact appraisals, arguing that these challenges might also keep researchers away.

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0203

• Abstract

  The author proposes a new model for the evaluation of German public theaters based on the concept of qualitative performance.

  As a result of a quantitative study of all German public theaters, the author developed four new indicators that form the basis for a quantitative performance index (Ch. 2). These include an employee ratio, a resource ratio, a range ratio, and a performance ratio. The quantitative index is supplemented by two further series of measurements that can be used to analyze and determine the structural and artistic performance of the theaters. By grouping together all three indices, the qualitative performance gives information about the overall performance of a theater. This is the first attempt to assess the artistic performance of a theater

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0204

• Abstract

  This case study at the Bucerius Kunst Forum in Hamburg demonstrates how evaluating museums and exhibition facilities can be used as a strategic management and planning tool for exhibition and event programming.

  An evaluation of the exhibition program in 2013 showed that younger (first-time) visitors, and visitors with little affinity to museums, were underrepresented at the exhibitions. Making changes to the exhibition program, a new corporate design, and increasing our activity on social media were used to change the demographic of the audience. A renewed evaluation of the exhibition program in 2016 examined the effects of these measures, and evaluated the exhibition forum’s extensive cross-genre event program.

  The corresponding evaluation also examined which demographics in general were addressed by the interdisciplinary event programs and which event formats can be used to gain new and younger visitors. In addition, we focused on the role that partnerships can play in this context.

  The results show that the make-up of the audience changed between 2013 and 2016: we improved our contact to our desired demographic. Evaluating the event program highlighted event formats and cooperation partners that provide direction in achieving these goals.

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0205

• Abstract

  Based on the example of the evaluation of a dance festival, we demonstrate that under certain methodological preconditions, evaluations can also have a mediatory function – often already during the evaluation stage itself. This is particularly the case when there are different clients and complex stakeholder arrangements as well as latent conflicts of interest, which is often the case in publicly funded cultural initiatives. Mediatory work during the evaluation stage can contribute to considerably increasing the extent to which the recommendations are taken on board and put into practice. In this case, the focus was on the qualitative research design of the interviews, which were carried out with all relevant stakeholders in the complex structure of institutional and political bodies sponsoring the dance festival. Drawing on the idea of the fourth generation of evaluations, which emphasizes the involvement of participants and dialogical aspects, the interviews were carried out using the Grounded Theory methodology. This approach started off a dialogue, as a result of which the reflections of the individual positions and an increased appreciation of the others’ arguments led to the different sides moving closer together. The interviews, evaluated according to an open coding system, enabled the development of five priorities, which served as the basis for recommended courses of action. For the theory and practice of (cultural) evaluation, it can be seen that linking the stakeholder analysis with the Grounded Theory approach in the interview part enabled a mediation process, the results of which are very significant for the relevance of an evaluation. It thus becomes evident that in addition to the four traditional basic functions of evaluation (recognition, control, development, legitimization), mediation represents a further functional option which can be used in a deliberate and targeted way, and which noticeably increases the acceptance of the evaluation results and the likelihood of their implementation.

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0206

• Abstract

  The case study “Moving pictures moving audiences?” examines how publicly funded cultural institutions in the canton and city of Zurich are attuned to the increasing popularity of video content and how they use it as part of their communication. The aim of the study was to outline the use of video content in the institutions. In order to gain information on the goals and practice as well as the potential of this type of communication, an online survey, deepening interviews, and a document analysis were conducted. It turned out that in the majority of the institutions the video content is conceptualized implicitly on the basis of the artistic program. However, ambitious goals such as brand profiling and business-model innovation require explicit (written) concepts as a control mechanism. In addition, deeper knowledge about the target audience and its media-usage behavior can help to increase the reach and interaction rates of the video content.

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0207

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0208

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0209

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0210

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0211

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0112

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0113

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0214

Journal of Cultural Management 2017 (2)

http://dx.doi.org/10.14361/zkmm-2017-0116