Rowman & Littlefield Publishers Case Studies in Cultural Entrepreneurship: How to Create Relevant and Sustainable Institutions (American Association for State & Local History)

This book of five case studies demonstrates the critical role entrepreneurs and entrepreneurial thinking play in reinventing cultural organizations to make them relevant and sustainable for the twenty-first century and beyond. Through the twin lenses of cultural entrepreneurship and organizational change, these readable and inspirational cases offer an in-depth analysis of how a variety of cultural organizations-small and large; local, regional and national; museums and arts organizations-have found opportunities in complex situations to create new identities and missions and, in doing so, have revitalized their organizations and in many cases, surrounding communities. Cases include: ·The Strong: how a museum in Rochester, New York, forged an entirely new national identity as The National Museum of Play. ·National Mississippi River Museum and Aquarium: how the Mississippi River Museum developed and nurtured a network of partnerships to create a new regional identity and, in doing so, revitalized the waterfront area of Dubuque, Iowa. ·Montreal Center for History: using oral history and community collaborations to dramatically build its audiences throughout the city. ·Proctors: how an arts organization revitalized downtown Schenectady, New York ·Weeksville: how an institution in one of the poorest neighborhoods in New York City found a niche that provided vital services to its constituency. Review Sorin and Sessions have masterfully unveiled several case studies that illuminate the stories of institutional leaders who had the courage and tenacity to interpret external pressures and opportunities a anew, to exercise adept flexibility, and to persevere with patience and humility in order to create something remarkable and refreshingly different. These stories will aid and inspire trustees and leaders to step back to reframe their reality, to ask different questions, and to explore new models that reflect more robust ways of being with their public. This collection is a welcome addition to the literature and the ongoing conversation of relevancy and sustainability in our institutions and museums.--Gail Anderson, president, Gail Anderson & Associates and author, Reinventing the Museum: The Evolving Conversation on the Paradigm Shift Case Studies in Cultural Entrepreneurship puts a name and a face to the concept of calculated risk taking in the nonprofit cultural sector by focusing on how relevancy and sustainability can be achieved despite competing environments and often harsh socio-economic realities. Five case studies offer an in-depth look at how leaders identify opportunities and implement change by extending the definition of community, embracing bold civic responsibility, building critical partnerships across many levels, and adopting flexible, responsive business cultures. You've heard for years that cultural institutions must become entrepreneurial; here are tools and inspiration to help you do it.--Anne W. Ackerson, co-author of Leadership Matters and former director of the Museum Association of New York Transforming an organization in need of change and then sustaining that new vision seems almost like a form of alchemy. These varied case studies show the creative strategies, powerful ideas, collaboration, practicality, patience, and willingness to risk that entrepreneurial leaders can use to work 'magic. Leaders, staff, board, volunteers, community members, students--those seasoned and those just starting out--will find inspiration and pragmatic insights in these well-crafted real-life stories.--Lynne Ireland, Deputy Director of the Nebraska State Historical Society and Chair of the Council of the American Association for State and Local History About the Author Gretchen Sullivan Sorin is director and Distinguished Professor at the Cooperstown Graduate Program, a museum studies program dedicated to the museum as a public service institution that must be entrepreneurial. She has worked for