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Research indicates that hybrid ventures face more complex challenges than other ventures, due to multiple institutional logics. Institutional logics theory suggests that this is due to different institutional backgrounds that influence actor perspectives and expectations on decision making authority and venture identity, which in turn result in tensions and possible conflicts, especially over time. The article explores challenges of art ventures related to such tensions through a multiple case study. A conclusion from the study is that tension and conflicts are unavoidable as ventures grow or reach a stabilisation phase, in art ventures as in other organisations. Art ventures as hybrid organisations need to balance artistic, managerial and political logics if they are to be successful. There is a need for more research on art entrepreneurship, in particular as regards similarities and differences in relation to venturing in other fields.
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