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CALL FOR PAPERS: Special issue Governance, Boards and Directors in the Arts and Cultural Sector: Perturbations, Change and Destabilization

Relatively few works in governance have examined the shaping and development of individual, board group and organizational level dynamics and societal governance in the context of the arts, entertainment or cultural and creative industries. Yet governance is a topic that drives performance, sustainability and ethical conduct (Azmat & Rentschler 2018). In a world apparently dominated by behavioural and ethical lapses, such as those that have dominated corporate life globally in recent years, as well as the #Me Too campaign which caused major public figures in the arts and entertainment industries to step down from board and directors’ positions, governance and its processes at all levels is top of mind for leaders in government, business and indeed the arts.

There is a research history on the topic of corporate governance that started in earnest around the 1980s. In the arts governance domain, sociologists undertook early work. For example, DiMaggio (1982) highlighted the social stratification and governance foundations with the changing composition and structure of arts boards in east-coast USA in Boston, while Zolberg (1986) examined the tension between curators and other artistic professionals and their navigation of board pressures while yet maintaining control over professional practice with their museum. Other more recent entries into the field of inquiry include Griffin & Abraham (2000), Cornforth & Brown (2014), Dubini & Monti (2018), Turbide et al (2008), Reid & Turbide (2012); Azmat & Rentschler (2018), Dubini & Monti (2018) and Ostrower (2003). Many of these studies were at executive and board level. However, more recent studies have examined individual or societal level governance (e.g., Rentschler 2015; Ostrower & Stone 2006). Indeed, there is much still to be investigated in arts governance, such as governance at multiple or microlevels; governance inside and outside the boardroom; and governance in settings other than the dominant Western paradigms, to name a few. All of this is within the arts and cultural sector from settings around the world.

This special issue is an opportunity to highlight diverse themes on processes, practices, behaviours and systems in the world of arts governance. More specifically, we are interested in articles on:

 *   The context of a turbulent world where issues emerge suddenly that change governance policies, processes and behaviour;
 *   Governance meta-analyses or systematic reviews;
 *   The impact of social media on governance (Twitter, Facebook, YouTube, etc.) and celebrities whose behaviour has caused rapid changes in governance policies, processes and behaviours;
 *   The role of the board in the establishment and development of artistic mission;
 *   Multi-level analyses of governance or indeed one level of analysis that extends theory and informs practice;
 *   The roles of various actors (directors; CEOs; stakeholders in government, philanthropy and industry, and so forth) in relation to governance processes;
 *   The rethinking of the differing roles of philanthropy in governance processes, as drastic public funding cuts in certain contexts destabilize organizations in troubled times.
 *   Secondary data analyses that are longitudinal, novel and provide insights into governance not previously understood.

We welcome any other problem that is theory-based and related to the theme of this special issue. Manuscripts may be conceptual or empirical. In addition, there are no methodological restrictions.

Review process for the selection of articles

Submitted articles will be subjected to double-blind review and will be evaluated by the Guest Editors for this issue of the Journal. Authors should prepare their manuscripts for blind review and submit them to ijam@hec.ca<mailto:ijam@hec.ca> before March 30, 2020.