Abstract
An argument for a single decision-maker during the design and installation phase of public art projects is made by describing eight case studies in public art, four in Japan and four in the UK. The projects are considered in a three-way factorial design, replicating a previous study, and strengthening the case for the art director system in the management of public art projects.
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*Elizabeth Norman teaches art history at Sheffield Hallam University. Her research in public art has been largely concerned with Japan and she has published in both Japanese and British journals.
**John Norman is an emeritus professor at Sheffield University Management School. He has been a visiting professor at universities in India, the USA and Japan. He is chairman of the committee organising OR43, the next OR Society annual conference, to be held in Bath in September 2001.
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Norman, E., Norman, J. Operational Research and the Management of Public Art Projects. OR Insight 14, 14–23 (2001). https://doi.org/10.1057/ori.2001.3
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DOI: https://doi.org/10.1057/ori.2001.3