Course 2018-2019 a.y.

• Culture as an ambiguous concept.
• Typologies of cultural organizations.
• Models of governance in cultural organisations.
• Resources, identity and growth opportunities for cultural organizations.
• Strategies for sustainable cultural organisations.

Acquire relevant knowledge on governance and strategy of cultural organizations. More specifically, students will be able to:

• Recognize and distinguish different models of cultural organizations in terms of key stakeholders privileged.
• Identify the specific facets of culture addressed by different types of cultural organizations.
• Describe governance structures and mechanisms for different types of cultural organizations.
• Define the key resources mobilised by cultural organizations to grant economic viability and long term sustainability.

• Compare cultural organizations based on their governance structure and sector.
• Interpret changes occurring in the strategy of cultural organizations as a consequence of changes in institutional, legal, technological and market context.
• Evaluate the conditions for sustainability of a cultural organization.
• Assess the relevance and the impact of different stakeholders on the organization's strategy and governance.

• Face-to-face lectures
• Guest speaker's talks (in class or in distance)
• Case studies /Incidents (traditional, online)
• Individual assignments
• Group assignments
• Interactive class activities (role playing, business game, simulation, online forum, instant polls)

The course provides some theoretical background, but is designed having in mind the practitioner’s point of view.

• Therefore, guest speakers' talks bring nads on experience to students and help them appreciate the real issues faced by cultural organizations.
• Case studies allow students to apply theories on real cases and favour plenary discussions.
• Individual assignments are used to let students consolidate their understanding on specific topics and to synthesize the main learning outcomes from the course.
• Group assignments stimulate team dynamics and group decision making, helping students to develop their leadership style.
• The simulation at the end of the semester allows students to play a specific role within a cultural organization, so as to experience the challenges and opportunities to specific roles in a cultural organization to orient strategy.

Attending students are those who are physically present in class for at least 75% of classes and actively participate to class activity. Physical presence is a necessary but not sufficient condition for participation. Students  are required to come to each class prepared and actively participate to the construction of a common understanding on the issues covered in class.

• The individual assignment accounts for 40% of the grade and consists of the analysis of a case/incident. Students are required to write an essay and answer to a series of questions. Essay evaluation grades the following:
• Ability to conceptualise the issue.
• Depth of analysis.
• Originality of the point of view presented.
• Clarity of presentation.
• Group assignments include one simulation (25% of the grade) evaluated by faculty and peers and presentation/discussion of cases (25%) of the grade.
• Class participation accounts for 10% of the total grade.

Not attending students take a general exam at the end of the semester. It consists of an essay based on a case study/incident on one of the topics discussed in class. Students are required to address one or two questions related to the case/the topic. Essay evaluation grades the following:

• Ability to conceptualise the issue.
• Depth of analysis.
• Originality of the point of view presented.
• Clarity of presentation.

In accordance with intellectual property rights rules, different materials are available in different ways:

• On Bocconi Bboard platform.
• Via a digital only reading package published by EGEA.
• The following ebook: P. DUBINI (edited by), Institutionalising fragility. Entrepreneurship in cultural organisations, Fondazione Giangiacomo Feltrinelli 2016.
• On ad hoc web course reserve, provided by the Library.