• Milena Dragićević Šešić
  • Nina Mihaljinac
Part of the Palgrave Studies in Business, Arts and Humanities book series (PSBAH)


Serbia, with its diverse experience in (self-) management, entered the process of transition accompanied by wars and disintegration of the state (economic crisis, political pressure, populist discourse). Culture is perceived as an identity pillar, belonging to an elitist sphere. This is a key challenge for cultural policy and consequently for cultural governance. Cultural operators are focusing on organizational survival, not on governance models or long-term strategies. The leadership is crucial, both in public institutions and in co-operatives (‘shared leadership’), while the role of boards is marginal. Although cultural organizations are the core actors in creating public values by serving their organizational mission, the research has shown a lack of transparency, accountability, as well as democratic composition of the board, and an inability to fully engage community and stakeholders remain key issues.


  1. Alfirević, N., Dragićević Šešić, M., & Čačija, L. N. (2016). The Fundraising Patterns and the Management Professionalization in Independent Arts Organizations in SEE. In V. Potočan, M. C. Ünğan, & Z. Nedelko (Eds.), Handbook of Research on Managerial Solutions in Non-Profit Organizations (Public Policy and Administration (APPA) Book Series, pp. 405–425). Hershey, PA: IGI Global.Google Scholar
  2. Blagojević, M. (2009). Understanding the Population Change from Semi-Peripheral Perspective: Advancement of Theory. Zbornik Matice Srpske Za Drustvene Nauke, 314, 148. Accessed 8 May 2018.
  3. Blic. (2016). I Tasovac se pobunio: Smena direktorke KC Požega nedopustiv čin. Accessed 9 May 2018.
  4. Caust, J. (2018). Arts Leadership in Contemporary Contexts. London: Routledge.CrossRefGoogle Scholar
  5. Cvetičanin, P. (2016). Živeti i umreti u civilnom sektoru u kulturi u Srbiji u 36 slika. Manek, 5, 8–27. Beograd: Nezavisna kulturna scena Srbije.Google Scholar
  6. Cvetičanin, P., et al. (2018). Analysis of the Results of the Open Call of the Ministry of Culture in the Field of Contemporary Arts. Niš: Center for Empirical Cultural Studies of South East Europe. Accessed 18 June 2018.Google Scholar
  7. Danhash, N., Lehikoinen, K., & Heinsius, J. (2018). Careers in the Arts: Visions for the Future. Amsterdam: Elia.Google Scholar
  8. Djukić Dojčinović, V. (2008). Tranzicione konfuzije i dileme – sedam godina kasnije, Kulturna politika u Srbiji. Nova srpska politička misao. Beograd: Čigoja.Google Scholar
  9. Dragićević Šešić, M., & Drezgić, R. (2018). Methods of Institutional Agency in the Public Sphere: Cultural Policy Challenges and Achievements in: Modelling Public Space(s). In N. Bodrozic, V. Kachakova, & B. T. Kjulavkovski (Eds.), Culture, Rethinking Institutional Cultural Practices in South East Europe and Historical (Dis)continuities. Skopje: Lokomotiva.Google Scholar
  10. Dragićević Šešić, M., & Milena Stefanović, M. (2013). How Theaters Remember: Cultures of Memory in Institutionalized Systems. Skopje: Kultura/Culture, III(4), 11–30.Google Scholar
  11. Dragićević Šešić, M., & Milena Stefanović, M. (2017a). Leadership Styles and Values: The Case of Independent Cultural Organizations. Cultural Management – Science and Education, 1: 2017.Google Scholar
  12. Dragićević Šešić, M., & Milena Stefanović, M. (2017b). Activism as a Leadership Style: An Independent Cultural Organization in a Troubled Context. Forum Scientiae Oeconomia, 5: 2017.Google Scholar
  13. Dragojević, S., & Dragićević Šešić, M. (2005). Arts Management in Turbulent Times. Belgrade: Clio.Google Scholar
  14. Habermas, J. (1992). The Structural Transformation of the Public Sphere – An Inquiry into a Category of Bourgeois Society. Cambridge: MIT Press.Google Scholar
  15. Handy, C. (1993). Understanding Organizations. Harmondsworth: Penguin Books.Google Scholar
  16. Harvey, D. (2008). Right to the City. New Left Review 53. London. Accessed 22 Mar 2018.
  17. Haug, H. K. (2012). Creating a Socialist Yugoslavia: Tito, Communist Leadership and the National Question. New York: I.B.Tauris.Google Scholar
  18. Accessed 15 Mar 2018.Google Scholar
  19. Jakovljević, B. (2016). Alienation Effects: Performance and Self-Management in Yugoslavia, 1945–91. Ann Arbor: University of Michigan Press.Google Scholar
  20. Jović, B. (1980). Kulturni život. Beograd: Zavod za obrazovanje administrativnih kadrova.Google Scholar
  21. Kern, P. (2015). Cultural Policy Peer Review of Serbia. Report of the Council of Europe Experts. Accessed 1 Mar 2018.
  22. King, I. W., & Schramme, A. (2018). Chapter 1, Introductory Remarks. In Cultural Governance in a Global Context: An International Perspective on Art Organizations. Palgrave Macmillan.Google Scholar
  23. Klaić, D. (2012). Resetting the Stage – Public Theatre Between the Market and Democracy. Bristol: Intellect Ltd.Google Scholar
  24. Law on Culture. Закон о култури. 2009/2016. n. 72/09,13/16, 30/16. Accessed 20 Mar 2018.
  25. Lofgren, M. (2016). On the Public Value of Arts and Culture. In Perspectives on Cultural Leadership. Goteburg: Natverkstan kultur.Google Scholar
  26. Mihaljinac, N., & Đorđević, M. (2017). Methodological Annex Related to the Survey of European and International Cultural Cooperation in Serbia. In M. Dragićević Šešić, L. J. Rogač Mijatovic, & N. Mihaljinac (Eds.), Cultural Diplomacy: Art, Festivals, Geopolitics. Belgrade: Institute FDA, Ministry of Culture of Republic of Serbia.Google Scholar
  27. Mihaljinac, N., & Tadić, D. (2017). Audience Development in Serbia. Belgrade: Creative Europe Desk Serbia.Google Scholar
  28. Mikić, H. (2015). Creative Economy of Serbia. Belgrade: Creative Economy Group. Accessed 16 Mar 2018.
  29. Mikić, H., & Radulović, B. (2018). Republika Srbija: Procena ekonomskog uticaja kreativnih industrija 2014–2016. Report for World Bank, unpublished.Google Scholar
  30. Mojić, D. (2003). Leadership Styles of the Managers in Serbia. Belgrade: Čigoja stampa.Google Scholar
  31. Moore, M. (1995). Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press.Google Scholar
  32. Orlović, S. (2008). Politički život Srbije –Između partokratije i demokratije. Beograd: Službeni glasnik.Google Scholar
  33. Pusić, E. (2007). Javna uprava i društvena teorija. Društveno veleučilište u Zagrebu; Pravni fakultet Sveučilišta u Zagrebu.Google Scholar
  34. Ristić, I. (2016). Novi modeli samoorganizacije. Manek, 5, 78–85. Beograd: NKSS.Google Scholar
  35. Schrauwen, J., Schramme, A., & Segers, J. (2016). Do Managers Run Cultural Institutions? The Practice of Shared Leadership in Cultural Sector. In K. Dalborg & M. Löfgren (Eds.), Perspectives on Cultural Leadership. Goteburg: Natverkstan kultur.Google Scholar
  36. Spasić, I. (2013). Social and Cultural Capital in Serbia. Niš: Centre for Empirical Cultural Studies of South-East Europe.Google Scholar
  37. Vidović, D. (Ed.). (2018). Do It Together: Practices and Tendencies of Participatory Governance in Culture in the Republic of Croatia. Zagreb: Cultura Nova Foundation.Google Scholar
  38. Републички завод за статистику. (2015). E-culture 2015. Accessed 20 Mar 2018.

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Milena Dragićević Šešić
    • 1
  • Nina Mihaljinac
    • 1
  1. 1.University of Arts in BelgradeBelgradeSerbia

Personalised recommendations