Nanna Kann Rasmussen shares the assumptions and / or dominant ideologies that shape her research. This is part of her work as a core member of the AHRC funded research network, Brokering Intercultural Exchange: Interrogating the Role of Arts and Cultural Management based at Queen's University Belfast (PI Victoria Durrer) in partnership with Heilbronn University (Co-I Raphaela Henze). www.managingculture.net

1. The
task
• What
assump-ons
and
/
or
dominant
ideologies
have
shaped
your
par-cular
area
of
research?
• This
might
be
a
theore-cal
or
historical
grounding
on
which
you
agree
or
disagree.
Something
that
your
research
is
influenced
by
or
responds
to,
etc…
26/04/17
1

2. Words
popping
26/04/17
2
New
Public
Management
Public
Libraries
Enlightenment
L’arts
pour
l’arts
Opening
up
cultural
ins-tu-ons
Instrumentalisa-on
of
culture
New
Ins-tu-onal
theory
Pragma-c
sociology

4. Point
of
departure
• Cultural
leaders
must
pay
a.en0on
to
the
context
they
are
placed
in.
Looking
at
megatrends…
Health,
migra0on,
climate
changes…
How
do
we
as
cultural
leaders
include
society
in
our
ins0tu0ons?
(R
NO
Seminar,
2014)
• For
cultural
policy
and
the
state-­‐funded
cultural
sector
to
be
perceived
as
legi0mate
it
needs
to
serve
a
broader
purpose
than
the
arts
(Larsen,
2013)

5. RQ
Based
on
ins-tu-onal
theory
and
pragma-c
sociology,
I
examine
how
the
Nordic
cultural
leaders
describe
their
environment
and
their
work
to
legi-mize
their
ins-tu-ons.
Finally
competencies
needed
to
act
as
a
cultural
leader
today
are
discussed

6. Conlusion
• Cultural
ins-tu-ons
par-cipa-on
in
the
solu-on
of
(other
/
new)
community
tasks
is
s-ll
mostly
an
inten-on
To
come
down
from
the
ivory
tower,
unlock
the
gates
and
let
in
the
community
requires
a
renego-a-on
of
the
art
field's
autonomy,
concepts
of
quality
and
possibly
also
a
new
tale
of
instrumental
cultural
policy

7. Naviga-on
Societal
relevance
(ar-s-c)
quality
Cultural
leadership
Com-­‐
pe--on

8. Reflexion
• Crea-ng
one’s
own
task/mission
• Being
able
to
communicate
one’s
raison
d’être

10. 26/04/17
10

12. Powerful
tales/arguments
needed
• NPM
• Non-­‐users
• Market
value
/
non
market
values
• Instrumentaliza-on
• Lack
of
common
understandings
about
culture