This thesis, presented in partial fulfillment of the requirements for the degree of Master of Business Administration/Master of Fine Arts in Theatre Management, argues the value and necessity of leveraging collaborative endeavors in the nonprofit arts sector to strengthen both extrinsic and intrinsic benefits for these organizations, including increased resources, recognition, and reward. This thesis sets forth the models by which collaborations may be evaluated, based on their history in the corporate sector—mergers, joint ventures, strategic alliances, and "the mesh"—and applies these models to recent collaborative successes in the nonprofit arts. The benefits of these models are examined in detail, as is the process for implementing these collaborations in a healthy, sustainable fashion: evaluating opportunities, spotting barriers and tailoring solutions. By implementing collaborative endeavors now, nonprofit arts organizations can take advantage of increasing funding initiatives, a shifting economy, and the potential to become collaborative leaders in the field.
|School:||California State University, Long Beach|
|School Location:||United States -- California|
|Source:||MAI 51/01M(E), Masters Abstracts International|
|Subjects:||Business administration, Arts Management, Theater|
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