Towards an integrative framework for arts governance
Date
2021
Authors
Rentschler, R.
Lee, B.
Fillis, I.
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Journal article
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International Journal of Arts Management, 2021; 24(1):17-31
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Abstract
The authors propose an integrative framework for examining arts governance in a domain that often has relied on singular perspectives. Complex phenomena require a framework that draws upon multiple theoretical lenses. In a longitudinal case study of a regional museum before, during and after a governance crisis, the authors integrate three governance theories - agency, stakeholder and stewardship - taking account of board, staff and stakeholder dynamics, in order to both frame the study and provide insight regarding critical incidents. The study reveals how the three theories interrelate and why none of them is a perfect explanation for a scenario, particularly in a crisis. The findings show that (1) governance theory integration may be a way forward in examining boards in crisis; (2) key board characteristics change at various stages in history, which affect community linkages, strategy, networking and resourcing; and (3) recognizing broader stakeholder ownership, monitoring behaviour, and stewardship offer the organization the best chance for survival. The complementary theories show how the museum has been governed, while also offering prescriptions for making non-profit boards more accountable to the community, with a greater role for stakeholder theory. A typology of governance theories and a longitudinal process flow chart of the unfolding of a crisis are included. The findings provide insights that may be helpful to non-profits grappling with governance in an uncertain and disrupted world.
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Copyright 2021 Ecole des Hautes Etudes Commerciales