Abstract
Discussion on arts management has developed into three main strands as a means of addressing the often complex relationship between business management and arts management (Palmer, 1998). The first strand claims that there is little difference between managing an arts organization and any other kind of business (Shore, 1987). The second strand’s argument considers arts organizations to be fundamentally different from other businesses (Pick & Anderton, 1996). Finally, the third strand’s position reverses the previous arguments and states that business management has a lot to learn from both arts management and the arts in general (Adler, 2006).
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