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HRM in Cultural Institutions

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HRM in Mission Driven Organizations

Abstract

The foundations of cultural organizations rest on creative talent, which requires investments to generate artistic and economic results. Cultural organizations have to dedicate time and money to recruiting, growing, and retaining creative resources to guarantee a strong performance over the long run. Most cultural organizations do not have formalized HRM practices, however there are many interesting initiatives oriented to people development and management. We have identified the main following HRM practices: (i) how to foster individual and system-wide creativity (ii) how to design a dual ladder career (managerial and artistic role) (iii) how to develop interpersonal skills to facilitate collaborations among people and organizations (iv) how to preserve and develop critical and specific technical competencies linked to arts and hand-made products (v) how performance management relies on multiple stakeholders. Creativity and experientiality engender a series of implications and approaches to HRM, which, formally or informally, determine the success and innovation of the industry.

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Authors and Affiliations

  1. SDA Bocconi School of Management, Bocconi University, Via Bocconi 8, Milan, 20136, Italy

    Dino Ruta & Isabella Sala

Authors
  1. Dino Ruta
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  2. Isabella Sala
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Correspondence to Dino Ruta .

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Editors and Affiliations

  1. Henley Business School, University of Reading, Reading, United Kingdom

    Chris Brewster

  2. ESSEC Business School , Paris, France

    Jean-Luc Cerdin

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Ruta, D., Sala, I. (2018). HRM in Cultural Institutions. In: Brewster, C., Cerdin, JL. (eds) HRM in Mission Driven Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-57583-4_6

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