東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Data-Centric Policies and Practice: ...

Butterworth, Christian Joel.

Linked to FindBook

Google Book

Amazon

博客來

Data-Centric Policies and Practice: Implications for Publicly Funded Arts and Cultural Organisations in England.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Data-Centric Policies and Practice: Implications for Publicly Funded Arts and Cultural Organisations in England./
Author:	Butterworth, Christian Joel.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
Description:	298 p.
Notes:	Source: Dissertations Abstracts International, Volume: 82-05, Section: A.
Contained By:	Dissertations Abstracts International82-05A.
Subject:	Cultural resources management. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28278166
ISBN:	9798691271625

Data-Centric Policies and Practice: Implications for Publicly Funded Arts and Cultural Organisations in England.
Butterworth, Christian Joel.

Data-Centric Policies and Practice: Implications for Publicly Funded Arts and Cultural Organisations in England. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 298 p.

Source: Dissertations Abstracts International, Volume: 82-05, Section: A.

Thesis (Ph.D.)--Lancaster University (United Kingdom), 2020.

This item must not be sold to any third party vendors.

In this thesis, I examine organisational responses to data-centric policy changes in publicly funded arts and cultural organisations in England (ACOs). This research examines a period of time (2015-16) when ACOs were implementing Arts Council England's (ACE) requirements to share audience data and engage with data analysis tools, the aim of which was to promote a 'healthy and competitive sector' and ensure that 'more and more people up and down the country enjoy great art and culture' (Arts Council England, 2015, p.15). This data sharing policy (DSP) sits within the context of a big data discourse in the arts and cultural sector to promote 'data-driven decision-making' (Lilley and Moore, 2013), leading to the emergence of an arts 'data culture' (Arvanitis et al., 2016). This research takes an interdisciplinary approach, drawing principally on arts management and organisation theory, and employs empirical evidence collected through semi-structured interviews with senior managers in the publicly funded arts and cultural sector. Analysis of the data highlights four key insights relating to the work of arts managers in the context of implementing ACE's data sharing policy and the wider 'datafication' of the arts and cultural sector. First, the emergence of an arts data culture is the product of long-standing data subcultures1 gaining prominence following greater dialogue, opportunities, and policy pressures for ACOs to utilise data effectively across their organisational decision making. Second, while some arts managers are proficient in 'data-centric' practices, there remains a significant gap in data literacy and data handling sensitivity among a number of arts managers working in the sector. Third, the new-found emphasis on data-driven decision making challenges arts managers' perceptions of their own professional identity and sense of agency as leaders of artistic organisations when making artistic decisions, as their experience and tacit knowledge may hold less weight than the objective 'facts' provided by data. Finally, ACE's data sharing policy challenges arts managers' and their organisations' ability to satisfy the opposing legitimacy requirements of the multiple actors they are accountable to, leaving them 'stuck in the middle' of policy requirements.

ISBN: 9798691271625Subjects--Topical Terms:

2122774
Cultural resources management.
Subjects--Index Terms:

arts organizations

Data-Centric Policies and Practice: Implications for Publicly Funded Arts and Cultural Organisations in England.
LDR:03511nmm a2200361 4500 001 2280099
005 20210823091519.5
008 220723s2020 ||||||||||||||||| ||eng d
020 $a 9798691271625
035 $a (MiAaPQ)AAI28278166
035 $a (MiAaPQ)Lancaster_142206
035 $a AAI28278166
040 $a MiAaPQ $c MiAaPQ
100 1 $a Butterworth, Christian Joel. $3 3558602
245 1 0 $a Data-Centric Policies and Practice: Implications for Publicly Funded Arts and Cultural Organisations in England.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2020
300 $a 298 p.
500 $a Source: Dissertations Abstracts International, Volume: 82-05, Section: A.
500 $a Advisor: Fahy, Kathryn;Whitham, Roger.
502 $a Thesis (Ph.D.)--Lancaster University (United Kingdom), 2020.
506 $a This item must not be sold to any third party vendors.
520 $a In this thesis, I examine organisational responses to data-centric policy changes in publicly funded arts and cultural organisations in England (ACOs). This research examines a period of time (2015-16) when ACOs were implementing Arts Council England's (ACE) requirements to share audience data and engage with data analysis tools, the aim of which was to promote a 'healthy and competitive sector' and ensure that 'more and more people up and down the country enjoy great art and culture' (Arts Council England, 2015, p.15). This data sharing policy (DSP) sits within the context of a big data discourse in the arts and cultural sector to promote 'data-driven decision-making' (Lilley and Moore, 2013), leading to the emergence of an arts 'data culture' (Arvanitis et al., 2016). This research takes an interdisciplinary approach, drawing principally on arts management and organisation theory, and employs empirical evidence collected through semi-structured interviews with senior managers in the publicly funded arts and cultural sector. Analysis of the data highlights four key insights relating to the work of arts managers in the context of implementing ACE's data sharing policy and the wider 'datafication' of the arts and cultural sector. First, the emergence of an arts data culture is the product of long-standing data subcultures1 gaining prominence following greater dialogue, opportunities, and policy pressures for ACOs to utilise data effectively across their organisational decision making. Second, while some arts managers are proficient in 'data-centric' practices, there remains a significant gap in data literacy and data handling sensitivity among a number of arts managers working in the sector. Third, the new-found emphasis on data-driven decision making challenges arts managers' perceptions of their own professional identity and sense of agency as leaders of artistic organisations when making artistic decisions, as their experience and tacit knowledge may hold less weight than the objective 'facts' provided by data. Finally, ACE's data sharing policy challenges arts managers' and their organisations' ability to satisfy the opposing legitimacy requirements of the multiple actors they are accountable to, leaving them 'stuck in the middle' of policy requirements.
590 $a School code: 0416.
650 4 $a Cultural resources management. $3 2122774
650 4 $a Arts management. $3 3168382
653 $a arts organizations
653 $a cultural organizations
653 $a data-centric policy
690 $a 0635
690 $a 0424
690 $a 0436
710 2 $a Lancaster University (United Kingdom). $3 1294170
773 0 $t Dissertations Abstracts International $g 82-05A.
790 $a 0416
791 $a Ph.D.
792 $a 2020
793 $a English
856 4 0 $u https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28278166