The MMIAM Journey

A blog about the Master of Management
in International Arts Management program

Perceived Value of the Opera Experience in the Real and Virtual Spheres

Dimensions That Make the Difference (Abridged)

Online streaming is a great challenge for opera houses. On the one hand, this new channel, which has been rather disruptive for this very traditional sector, offers opera houses a development path and a way to achieve one of their main goals: renew their audience and broaden it (Kemp and Poole, 2016). On the other …

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Cultural Omnivorousness in South Korea

The Effects of Political Participation, Religion and Cultural Infrastructure (Abridged)

Bourdieu (1984) proposed the concept of “cultural capital,” which suggests that social class corresponds to cultural tastes, a notion that has sparked discussions about cultural hierarchy worldwide. In contrast to the theory of cultural capital, it was found that American elites showed more eclectic tastes, ranging from high culture to popular culture (Peterson and Simkus …

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Walking the Eco-Talk

Cultural and Arts Management During an Era of Sustainable Development (Abridged)

Introduction Sustainability considers the long-term impact of human economic behaviour on future generations. In sum, sustainability refers to “development that meets the needs of the present without compromising the ability of future generations to meet their own needs” (Brundtland 1987, 43). Through four case studies, the authors illustrate what roles performing arts organizations that adopt …

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Differentiation Through the Over-Experientialization of Cultural Offers

The Case of Contemporary Music Festivals (Abridged)

Introduction Festivals, which are unique opportunities for leisure, social and cultural experiences (Cole and Chancellor 2009; Getz 2005), may be the perfect example of products sought by contemporary consumers in their quest for immersion through varied experiences so as to give multiple meanings to their lives (Firat and Dholakia 1998). The contemporary music sector has …

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