When Arts Enter Organizational Spaces: Implications for Organizational Learning

  • Ariane Berthoin AntalEmail author
Part of the Knowledge and Space book series (KNAS, volume 6)


This chapter addresses a new approach to organizational learning, namely, artistic interventions, which encompass a variety of ways that people, products, and practices from the world of the arts enter the world of organizations. Although the field has grown rapidly, little empirical research has been conducted on what actually happens inside organizations during and after artistic interventions. The author argues that, to close gaps and correct for biases in existing work, future research will need to engage multiple stakeholders (employees, artists, managers, intermediaries, and policy-makers), address multiple ways of knowing, especially the neglected bodily senses, and draw on concepts and methods from diverse disciplines.


Organizational Learning Artistic Intervention Corporate Philanthropy Diverse Stakeholder Organizational Space 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.



This contribution was written during a fellowship in 2010 at the Institute for Advanced Study Konstanz, for which I am deeply grateful. I am also grateful to numerous colleagues around the world who commented on earlier drafts of this chapter, especially Arild Bergh, Victor Friedman, Friedrich Lenger, Stefan Meisiek, Peter Meusburger, André Sobczak, Anke Strauß, and Steve Taylor.


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© Springer Science+Business Media Dordrecht. 2014

Authors and Affiliations

  1. 1.Research Unit “Cultural Sources of Newness,”Social Science Research Center Berlin (WZB)BerlinGermany

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