Boards of Directors in the Performing Arts: A Managerial Analysis

The performing arts organizations referred to in this article are opera, dance, symphony, and theater companies which have performers and administrators as permanent members on their organizational payroll, which consciously attempt to maximize some artistic standards rather than compromise those standards and produce commercialized productions exclusively for the purpose of obtaining maximal returns on financial investments.

Baumol W. Bowen W. , The Performing Arts: The Economic Dilemma (Cambridge: The M.I.T. Press, 1966), a Twentieth-Century Fund Study, p. 298.

Ibid., chapt. 16.

For further reading see: Dillon C. Douglas , “The Economic Crisis in the Arts,” Business in the Arts '70, Chagy Gideon , ed. (New York: Paul S. Eriksson, Inc., 1970), p. 4.

Eells Richard , The Corporation and the Arts (New York: Macmillan Co., 1967), p. 46.

Koontz Harold , The Board of Directors and Effective Management (New York: McGraw-Hill Book Company, 1967).

Reiss Alvin , The Arts Management Handbook (New York: Law-Arts Publishers, 1970).

The Rockefeller Panel Report, The Performing Arts: Problems and Prospects (New York: McGraw-Hill Book Company, 1965).

Thompson Helen , Report on Governing Boards of Symphony Orchestras (Symphony Hill, Vienna, Virginia: American Symphony Orchestra League, 1968).

Underwood James , “How to Serve on a Hospital Board,” Harvard Business Review (July/August, 1969).