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Arts Managers and Managerialism: A Cross-Sector Analysis of CEOs' Orientations and Skills
16 references·10 citing·42 second hop
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References

  • 1978Discipline and Punish: The Birth of the Prison.19,201 cited
  • 1976Theory in Practice: Increasing Professional Effectiveness4,083 cited
  • 1994Competitive Advantage Through People2,534 cited
  • 1990EVOLVING INTERPRETATIONS AS A CHANGE UNFOLDS: HOW MANAGERS CONSTRUE KEY ORGANIZATIONAL EVENTS.1,167 cited
  • 1988Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance885 cited
  • 1987The creation of momentum for change through the process of strategic issue diagnosis797 cited
  • 1998Public Management and Administration: An Introduction793 cited
  • 1990Beyond the Charismatic Leader: Leadership and Organizational Change544 cited
  • 1992Liberation Management: Necessary Disorganization for the Nanosecond Nineties427 cited
  • 1980A Model of Crisis Perception: A Theoretical and Empirical Analysis424 cited
  • 1986WHAT DO MANAGERS DO? A CRITICAL REVIEW OF THE EVIDENCE423 cited
  • 1994Reframing Human Resource Management: Power, Ethics and the Subject at Work324 cited
  • 1990Managing as a Performing Art265 cited
  • 1994Managerialism: the emergence of a new ideology244 cited
  • 1987Are the Classical Management Functions Useful in Describing Managerial Work?

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240 cited
  • 1995Enterprising nation : renewing Australia's managers to meet the challenges of the Asia-Pacific century : report of the Industry Task Force on Leadership and Management Skills213 cited
  • Cited by

    • 2009Impact of dual executive leadership dynamics in creative organizations111 cited
    • 2013Reverse logistics in the UK retail sector: A case study of the role of management accounting in driving organisational change37 cited
    • 2003The Australian public service under the Keating Government20 cited
    • 2010The Curator as Arts Administrator? Comments on Harald Szeemann and the Exhibition “When Attitudes Become Form”18 cited
    • 2020Fail fast, fail often…but don’t fail this course! Business and enterprise education through the lens of theatre and the creative arts15 cited
    • 2004A Festival in Disarray: The 2002 Adelaide Festival: A Debacle or Another Model of Arts Organization and Leadership?13 cited
    • 2010Arts and Business: The Impact of Business Models on the Activities of Major Performing Arts Organisations in Australia12 cited
    • 2008Does it matter who is in charge? The influence of the business paradigm on arts leadership and management9 cited
    • 2010Does the art end when the management begins? The challenges of making ‘art’ for both artists and arts managers7 cited
    • 2012Workplace Friendship and Organizational Effectiveness of Hospital Employees2 cited