MANAGEMENT OF CULTURAL ORGANIZATIONS - 1

The purpose of this course is to introduce students to the key management challenges faced by organizations in the cultural and creative industries and apply strategic management conceptual frameworks and analytical tools to these diverse and dynamic fields. Drawing on a heterogenous set of scientific papers and case studies, the course is designed to equip students with the tools to analyze the current competitive situations of these organizations and make decisions about their future strategic directions. The course will also give particular attention to the strategic role of innovation in the cultural and creative industries while leading students to critically reflect on the main challenges that cultural organizations face when trying to pursue innovation and change through the development of new or innovative products, services and business models. Students will especially delve into the challenge of navigating the delicate balance between tradition and innovation in the cultural and creative industries. Their active participation in case study and paper discussions will enable them to gain a theoretical and practical knowledge of the strategies through which cultural organizations can revitalize their products and brands over time while remaining sensitive to the heterogeneity of their markets.

Understand the central aspects of production, consumption and competition that characterize the cultural and creative industries and the key management challenges faced by organizations in these contexts
Understand what strategy is and what it means to compete strategically in the CCIs
Recognize the importance and specificities of strategic management in the CCIs and apply the tools of strategic analysis to organizations operating in different cultural and creative contexts.
Develop abilities to apply the strategic management theoretical concepts and analytical tools proposed during the course (through group works and case study discussions) by highlighting the potential and limits of their applicability to the fields of cultural production
Understand the strategic roles and drivers of innovation in the CCIs
Critically reflect on the challenges cultural producers face when trying to pursue innovation and change and the key drivers and success factors of product novelty in cultural markets
Acquire a practical knowledge of the strategies cultural organizations can adopt to manage the competing demands between exploration and exploitation and the tension between tradition and innovation in the renewal of rich historical legacies and their products and brands over time.
Students will also learn to compare critically alternative explanations of phenomena related to the strategic management of cultural organizations and the strategic aspects of innovation in these contexts, and to develop their own analyses and suggest solutions in case studies.
The discussion of scientific articles and case studies proposed during the course will contribute to the development of students’ communication skills.

It is preferable to have some basic knowledge of strategic management

1. Defining the cultural and creative industries (CCIs) and understanding their key management challenges:
Understanding the key characteristics of products and markets in the CCIs
Analyzing the polarities that shape strategic practices
Recognizing the managerial and competitive challenges faced by cultural organizations
Modelling the cultural and creative industries: key aspects of production, consumption and competition
2. Strategic analysis and business strategies in the CCIs
Strategic analysis: cultural organizations and their environment
Scanning the macro environment of cultural organizations
Analyzing and understanding their micro-environment: industry and market analysis
Internal analysis: resources, capabilities and core competences.
Business strategies: generic competitive strategies and blue ocean strategies
3. Innovation in the CCIs
Typologies and drivers
Key challenges and success factors
The exploration-exploitation trade-off and the management of the strategic tension between tradition and innovation

Slides, reading package, case study package

The final exam consists of a compulsory written test with 3 open questions (total duration 1 hour). Each question is worth 10 points. During the written test the use of books, notes and electronic devices is not allowed. The final grade will also reflect the students' performance on the learning activities carried out during the course (case study discussions and group works). Through these activities, the student must demonstrate knowledge of the topics covered during the course and know how to apply them to practical contexts.

- Evaluation criteria for students participating in the analyses and discussions of case studies. The final exam consists of a compulsory written test with 3 open questions (total duration 1 hour). The final grade also reflects the students’ performance on the learning activities carried out during the course. Through these activities, students must demonstrate knowledge of the topics covered during the course and know how to apply them to practical contexts. The analysis and discussion of the proposed case studies will allow students to obtain from 1 to 5 extra points which will be added to the written exam score.

- Evaluation criteria for all the other students: Written exam with 3 open questions (total duration 1 hour).
The final exam consists of a compulsory written test with 3 open questions (total duration 1 hour). Each question is worth 10 points. During the written test the use of books, notes and electronic devices is not allowed.

Evaluation criteria for students participating in the analyses and discussions of case studies. The final exam consists of a compulsory written test with 3 open questions (total duration 1 hour). The final grade also reflects the students’ performance on the learning activities carried out during the course (analysis and discussion of case studies). Through these activities, students must demonstrate knowledge of the topics covered during the course and know how to apply them to practical contexts. The analysis and discussion of the proposed case studies will allow students to obtain from 1 to 5 extra points which will be added to the written exam score.

Evaluation criteria for all the other students: Written exam with 3 open questions (total duration 1 hour).

written

Regarding the grading scale:
A. Scores in the range of 18-22 are awarded when there is:
- Sufficient knowledge and understanding in relation to the program.
- Ability (although limited) to apply knowledge and evaluate proposed cases or scenarios, or analyse data, formulating independent judgments.
- Sufficient communication skills

B. Scores in the range of 23-26 are awarded when:
- Fair knowledge and understanding in relation to the program.
- Fair ability to apply knowledge and evaluate proposed cases or scenarios, or analyse data, formulating independent judgments.
- Fair communication skills

C. Scores in the range of 27-30 are awarded when:
- Good or excellent knowledge and understanding in relation to the program
- Good or excellent ability to apply knowledge and evaluate proposed cases or scenarios, or analyse data, formulating independent judgments.
- Good or excellent communication skills

D. Honors are awarded when excellent knowledge and understanding applied in relation to the program, excellent judgment capacity, and communication skills are demonstrated

Lectures, group presentations, discussions of articles and case studies.
The course will be based on classroom teaching, with all material used during classes made available to students through the moodle platform.
During classroom hours there will be exercises and case studies discussions. Students will be involved in groupwork activities to prepare case studies presentations and discussions.
Most of the sessions will revolve around the analysis of a case study (pre-reading) and related background theory (post-readings).