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Corporate Env Responsibleness Strategies

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In 1996, following a pressing need for financial retrenchment, the board decided to lay off six musicians. The decision exacerbated long-standing conflicts between the musicians and the management of the Atlanta Symphony, leading to a strike. As a musical director, Levi was caught in the middle, in sympathy with the strikers, while fully aware of the financial difficulties that forced the decision in the first place. The crisis reveals as much about what Glynn calls the “hybridized organizational identity” embodied in the role of musical director, as it does about Yoel Levi as a person.

Levi-Strauss, C. (1963). Structural anthropology. New York: Basic Books. Meyer, J. , & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340–363. Mezias, J. , & Mezias, S. J. (2000). Resource partitioning, the founding of specialist firms, and innovation: The American feature film industry, 1912–1929. Organization Science, 11, 306–322. , & Skærbæk, P. (1995). Civilization, art, and accounting: The royal Danish theater–an enterprise straddling two institutions.

Because I prefer a broadened definition as noted earlier, I perceive great diversity across organizational structures and processes in cultural industries that undermines the validity of these generalizations. If we attend to the full range of cultural organizations, great variation can be found along all of the dimensions identified. Furthermore, in my view, the characteristics that in the past made cultural industries more distinctive are rapidly being swept away by a wide array of new industries—as well as some reinvented old ones—that are strongly based on knowledge creation and exploitation.

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