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Institutional Logics as orchestras’ strategic dilemma


In many societies, professional orchestras serve cultural, educational, entertaining, and economic functions, and they aim high: they aim to be artistically excellent. Pursuing partly cultural, social and economic goals, orchestras are exposed simultaneously to respective institutional logics. These logics provide a framework for relevant actors (state, benefactors, audiences) to support orchestras. Changing logics coupled with drastic changes in audiences afford to classical orchestras the challenge of developing strategies in order to survive. While Germany with its high number of orchestras per habitants experiences particularly high pressure to walk new paths, strategic development will become a more urgent topic in other countries as well since each performance begs for recognition in the big and increasing panoply of culture, education, and entertainment. Based on historical developments and an empirical study of German audiences we discuss two directions for strategic development, here for orchestras in Germany: a) the combination of elements from different logics, and b) the development of audiences.

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A Decision-making Model for Public Management. The Existence of a Policy Framework for Performance in Romania

) The New Public Governance? Emerging Perspectives in the Theory and Practice of Public Governance . New York: Routledge. Guvernul României (2007) ‘Planul Național de Dezvoltare, 2007-2013’, (16, February, 2014) Pollitt, C. and G. Bouckaert (2004) Public Management Reform: A Comparative Analysis . Oxford: Oxford University Press. Poister, T. H. and D. M. Van Slyke (2002) ‘Strategic Management Innovations in State Transportation Departments’. Public Performance and Management Review , 26

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The Work and Life of Corporate Expatriates: New Patterns and Regimes of Mobility in the Knowledge Economy

) ‘Transnational Communities and Business Systems’. Global Networks, 1(2):113-130. Nachum, L. & S. Zaheer (2005) ‘The persistence of distance? The impact of technology on MNE motivations for foreign investment’. Strategic Management Journal , 26(8):747-767. Neil M. Coe 1 and Timothy G. Bunnell (2003) ‘Spatializing knowledge communities: towards a conceptualization of transnational innovation networks’ Global Networks , 3(4):437–456 Nowicka, M., & Rovisco, M. (2009) (eds.) Cosmopolitanism in practice. Farnham: Ashgate. OECD (2000) OECD Information

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The Making of Cheap Labour Power: Nokia’s Case in Cluj

REFERENCES Alvesson, M. (2002). Understanding Organizational Culture . London: Sage. Alvesson, M., Levy, D. and Willmott, H. (2003). Critical Approaches to Strategic Management. In M. Alvesson and H. Willmott (eds.): Studying Management Critically , London: Sage, pp. 92-111. Bonefeld, W. (2003). The Politics of Change. Revolutionary Writing Common Sense Essays in Post-Political Politics : 171-185. Brenner, N. (1999). Beyond State-Centrism? Space, Territoriality and Geographical Scale. Globalization Studies, Theory and Society, 28

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Why and How Supranational Institutions Became Central Stakeholders in the Eurozone Debt Crisis 2008–2012?

. Éltető, A. (2011). Portugal and Spain: Causes and effects of the crisis. Baltic Journal of European Studies , 1(2), pp. 34–48. The ESM Treaty (2012). . Freeman, R.E. (1984). Strategic Management: A Stakeholder Approach . Boston, Pitman. Friedman, M., Mundell, R. (2001). One World, One Money Policy Options , pp. 10–30. Hall, P. A., Taylor, R. C. R. (1996). Political Science and the Three New Institutionalisms. Held, D. (2006). Models of Democracy . Stanford University Press

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