Why is it difficult to manage an opera house? The artistic-economic dichotomy and its manifestations in the organizational structures of five opera organizations

Journal of Arts Management Law and Society

Volumn 30, Issue 4, 2001, Pages 268-282

  Auvinen, Tuomas ^a  

^a Sibelius Akatemia   (Finland)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84893399459     PISSN: 10632921     EISSN: 19307799     Source Type: Journal    
DOI: 10.1080/10632920109597317     Document Type: Article

References (12)

1. Associatione Nazionale Enti Lirici e Sinfonici. 1990. White Paper on the management of Italy's Opera Houses. Fitzcarraldo, Torino.
2. Auvinen, T. 1996. On the processes of opera production. Unpublished Master’s thesis, London City University.
3. Auvinen, T. 2000. Unmanageable opera?—The artistic-economic dichotomy and its manifestations in the organisational structures of five opera organisations. Ph.D. thesis, London City University.
4. Blaug, M. 1976. Why are Covent Garden seat prices so high? London: Royal Opera House.
5. Cohen, and A. Arato. 1992. Civil Society and Political Theory. Cambridge, Mass.: The MIT Press.
6. Eyre, R. 1998. Report on the future of lyric theatre in London. London: The Stationery Office.
7. Gall, H. 1993. Rapport de Hugues Gall sur I Opéra de Paris. Paris: Ministfere de la Culture.
8. Eyre, R. 1997. Rapport d’étape sur le fonctionnement de l’Opéra national de Paris. Paris: Opéra national de Paris.
9. Habermas, J. 1987. The Theory of Communicative Action. Cambridge: Polity Press.
10. Herrmann, G. 1998. Interview with Oberamtrat Guido Herrmann at the Berlin Senatsverwaltung für Kultur 27 October 1998.
11. Nielsen, H. 1996. Æstetik, kultur og politik. Ǻrhus, Denmark: Ǻrhus Universitetsforlag.
12. Nielsen, H. 1999. Critical Public Agent or Hired Hand? Perspectives for Research on Cultural Policy. Cultural Policy 5(2): 183-189.