Direct control of cultural events as a means of leveraging the sustainable attractiveness of the territory? Analysis of the managerial conditions for success

Abstract

One of the problems inherent to management within today’s devolved public authorities is the far-reaching change in their modes of action (Divay and Mazouz, 2008). We observe in particular an ever-greater integration of cultural policies and actions in their strategies, prompted by the territories’ desire to secure their sustainable attractiveness. To achieve this strategic objective, an increasing number of territories are opting for the organization of events, particularly cultural, that are considered to be medium-term goals. This ambition to become a festive city boasting a rich programme of events marks a change in territorial management that is moving more and more towards project management and at the same time raises questions about the definition of the strategy around the event and its implementation within the organization and within the territory. The case of the ‘Picasso-Aix 2009’ season makes it possible here, through a unique and exemplary case study, to consider the managerial conditions that make it possible to maximize the potential of the cultural event as a means of leveraging the sustainable attractiveness of the territory.

Points for practitioners

This research highlights the risks of an ‘eventization’ of culture and territories and raises questions about the methods used to manage a cultural event at the intercommunal level (elements relating to the territorial strategy) that is produced under the direct control of the intercommunal departments (elements relating to internal management methods). More than a monograph to shed light on the issue, this article proposes a toolkit of generic key success factors on which practitioners can draw to build their portfolio of cultural events at territorial level and touches on strategic development as well as project management and stakeholders.