University of Malta
Institute for Tourism, Travel & Culture
Theatre management: models and strategies for cultural values (2018) Lluís Bonet, Héctor Schargorodsky
The Phoenician Cultural Route as a Framework for Intercultural Dialogue in Today’s Mediterranean: a Focus on Malta (2020), Marie Avellino, Karsten Xuereb
Beyond the Blue Economy. Creative Industries and Sustainable Development in Small Island Developing States, Peter Rudge (2021)
-Juridical form conditions the governance of an institution
– The relations and forms of exercising power
– The systems of control
– The systems of participation
The main job and duty of the management (strategic) of a cultural / tourism organisation consists of the following:
-Understanding the vision, by
-Interpreting the mission, by
-Outlining the objectives
-And delivering them through clear strategies
The management needs to transform the mandate received – contained in the vision, expressed in the mission and sustained by the values – into a comprehensive management project.
From the perspective of cultural events and tourism, such a management strategy (strategic because oriented towards delivery) focuses on three interdependent strands of the project:
The creative project
-The production project
-The territorial project
The creative project: this defines the aspects related to the programming on offer
The production project: this area and the team related are responsible for the technical, logistic and constructive aspects and other programmed activities
The territorial project: the territorial development project links the cultural organisation with the different ‘territories’, or camps, or areas of interest and markets, be they spatial, virtual or social, related to the place/s where it is located. This includes work with the community/ies (e.g. in agrotourism), tourism agents, park managers, itinerary developers, investors & other stakeholders (including accommodation & restoration, & transport / travel / adventure / exploration / crafts / experiential service providers) as well as any artistic collectives & educators.
One way of defining a project is by saying that:
A project is a work plan or scheme that will guide a process through which an idea or set of ideas will materialise / put into action until they form a practical / tangible / concrete reality.
The development of a project consists of different phases, the successive and successful fulfilment of which, lead to completion.
These projects are fuelled by the mission and establish their strategies according to the orientation taken:
The pressures and demands of the environments surrounding the project need to be taken into consideration:
Imaginary projected / reinforced / challenged to tourists / audiences
The logics inherent to each aspect / strand of the project (artistic, production, territorial) inevitably generate tensions between the different teams responsible. These stem from the ideological, technological, productive or relational realities therein.
However, they also allow meaningful synergies to develop that should be picked up on and nurtured.
A way of doing this is through enabling dialogue and coordination in a dual approach:
-Picking / separating the different factors
-Showing how they interrelate in a matrix of interaction of teams, project & functions