SIX SMARTNESS DIMENSIONS IN CULTURAL MANAGEMENT: SOCIAL/CULTURAL ENVIRONMENT PERSPECTIVE

Audronė Pauliukevičiūtė,Robertas Jucevičius

doi:10.3846/bme.2018.2144

Audronė Pauliukevičiūtė, Robertas Jucevičius

Open Access

https://doi.org/10.3846/bme.2018.2144

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Abstract

Cultural management as a complex process is constantly facing social/cultural challenges (policy shifts, creativity, interest coherence, the rise of technological capital, cultural emigration, etc.) that affect the growing need and importance for smartness in management. There is a lack of inter-disciplinary research on smartness in the context of cultural management. The goal of this article is to ground smartness dimensions in cultural management in the context of changing the social/cultural environment. Strategy, Creative Development, Harmonization of Interests in the Cultural Sector, Empowered Cultural Sector Parties, Harmony of Intellectual and Technological Capital as well as the Culture of Shared Value Creation are presented in this article as six smartness dimensions in cultural management (the management of cultural sector and the cultural policy implementation at the state level). The object of the work – smartness dimensions in cultural management. Principal objectives: critically analyse a variety of concepts of cultural management; reveal the importance of smartness in cultural management in the context of changing social/cultural environment; explore the characteristics of smartness dimensions in cultural management. Methods employed: critical literature analysis and meta-analysis. Research conducted by authors of this article allowed to ground smartness dimensions as factors, possibly determining a more successful cultural management.

Highlights

It would be difficult to start the analysis of cultural management without typically starting with an at least brief epistemological analysis of the term Culture (Jucevičius & Pauliukevičiūtė, 2017; Štreimikienė, 2016)
Smartness Dimensions in cultural management (Strategy, Creative Development, Intelligent Harmonization of Interests in the Cultural Sector, Empowered Cultural Sector Parties, Harmony of Intellectual and Technological Capital, Culture of Shared Value Creation) (Jucevičius & Pauliukevičiūtė, 2017), their criteria/characteristics and elements
That the external social/cultural environment of the state as its main cultural conditions, cultural policy factors, relate to the economy of the state and to its cultural traditions and core national strategies

Summary

Introduction

It would be difficult to start the analysis of cultural management (sometimes in English scientific literature expressed as culture management) without typically starting with an at least brief epistemological analysis of the term Culture (Jucevičius & Pauliukevičiūtė, 2017; Štreimikienė, 2016) (from the Latin colere, to till). Three common directions of understanding culture can be seen from the scientific literature: predominant attitudes and behavior that characterize the functioning of a group or organization; intellectual and artistic activity and the works produced by it; a high degree of taste and refinement formed by aesthetic and intellectual training (Donskis, 2009). In both political and managerial discourse, culture is commonly used and identified as the arts (Kangas, 2008; Mulcahy, 2006).

The spectrum of cultural management concepts

Characteristics of six smartness dimensions in cultural management

Conclusions