What Now, Theatre of NOW? Governance Challenges at NNT / Club Guy & Roni Performing Arts Companies

This case examines the governance challenges faced by the integrated alliance of Noord Nederlands Toneel and Club Guy & Roni as they prepare applications for the 2021-2024 public funding cycle. Although operating as a single artistic house, the organizations remain two legally separate foundations subject to different national funding regimes and accountability systems. The leadership must align artistic ambition, regional responsibilities, and national visibility within a distributed governance structure involving multiple public funders and institutional partners. Audience access, touring, talent development, and financial stability all depend on interdependent relationships. As the subsidy deadline approaches, the core dilemma becomes how to articulate and implement a coherent strategy when authority and evaluation are dispersed across stakeholders with distinct mandates. The case invites analysis of multi-level governance, strategic alignment, and decision-making under public funding constraints in the cultural sector.

-      Map the governance structures that influence a cultural organization and explain how they shape managerial decisions and strategic capacity.
-      Identify the implications of having multiple funders, differing accountability regimes, and separate legal entities within one integrated organization.
-      Understand governance as a set of relationships rather than a hierarchy, including how authority, resources, and expectations are distributed among actors.
-      Analyze how privacy regulations, sector networks, and partner dependencies function as governance mechanisms.
-      Apply governance and institutional theory to diagnose tensions and constraints in the case.
-      Develop and negotiate a multi stakeholder strategic plan that aligns the interests of several actors who have partial authority and influence over the organization.
-      Experience and reflect on governance processes through interactive exercises that simulate real world negotiation and alignment challenges.

1.1      Hybrid organizational structure
1.2      Multiple accountability regimes
1.3      Distributed authority and partner dependence
1.4      Governance of artistic work
1.5      Strategic capacity under governance constraints
1.6      Negotiation and alignment

Graduate level and executive courses in:
o      Arts and cultural management
o      Nonprofit and public governance
o      Strategic management in mission driven organizations
o      Creative industries and cultural policy

Cultural sector

Année de la problématique : 2018

Livraison : Livraison par lien de téléchargement

Nombre de pages : 9

Temps d'utilisation : 3h00