Case study of an artists' retreat in Ireland: an exploration of its business model

Abstract

PurposeThe purpose of this paper is to explore the business model adopted by an artists' retreat.Design/methodology/approachThe paper comprises qualitative, case‐based exploratory research.FindingsThe paper argues that there are some aspects of arts tourism that ally themselves naturally with social enterprise. The case study outlines challenges facing artistic ventures such as the importance of maintaining artistic integrity and managing the tension between creativity and financial return, between the local and the international. The paper argues that partnership between the tourism industry, state agencies, social entrepreneurs and the arts community, has the potential to influence socio‐economic outcomes. The case study suggests that arts tourism has the potential to achieve social change in a peripheral region but obstacles remain. Policy makers require more systematic research, statistics or figures to detail the exact impact of socially‐inspired arts tourism.Research limitations/implicationsThe number of interviews conducted was limited and so no, generalisations could be made.Practical implicationsThe general conclusion for managers of artistic ventures is that is that there seems to be a need to demonstrate the “multiplier effect” of arts tourism.Originality/valueTo date there has been little analysis of arts tourism from a social entrepreneurship perspective.