Arts and Business: The Impact of Business Models on the Activities of Major Performing Arts Organisations in Australia

Abstract

Managerial business models were first introduced to Australian subsidised performing arts organisations by the then Howard Coalition government in 2000. Until the early 1990s, Australian arts organisations were contextualised as ‘not for profit’ entities, with an overall objective of producing good art. Over the past decade, however, major Australian performing arts organisations have been viewed more frequently as part of an ‘industry’ and, within this industry construct, framed as ‘business entities’, with a need to prove positive financial outcomes as a first priority. This article explores what is meant by business models in the context of Australian major performing arts organisations and looks at the impact of this approach.