How to Attract and Retain Artistic Talent: The Case of an Italian Ballet Company

Previous studies have highlighted the relevance of human capital in the performing arts but have not investigated which factors attract and retain artistic talent. This article aims to fill the gap by answering three research questions: How can organizations attract and retain artistic talent? Why d...

Full description

Saved in:
Bibliographic Details
Published in:International journal of arts management 2013-10, Vol.16 (1), p.4-19
Main Authors: Scapolan, Annachiara, Montanari, Fabrizio
Format: Article
Language:English
Subjects:
Artistic talent
Ballet
Ballet companies
Choreography
Collaboration
Contemporary ballet
Dance
Dance companies
Dancers & choreographers
Employment
Human capital
Human resources
Human Resources Management
Management science
Retention
Studies
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Previous studies have highlighted the relevance of human capital in the performing arts but have not investigated which factors attract and retain artistic talent. This article aims to fill the gap by answering three research questions: How can organizations attract and retain artistic talent? Why do artists choose to work with a particular organization? Do retention factors differ from attraction factors? In order to address these questions, the authors conducted an explorative case study of Italy's most renowned contemporary ballet company, Fondazione Nazionale della Danza Aterballetto. Differences among attraction and retention factors emerged based on individual characteristics such as professional experience and professional needs. All dancers were attracted by the reputation of the resident choreographer, the reputation of the organization and the "flat" structure of the organization. The main retention factors were as follows: for all dancers, characteristics of the creative process; for the more experienced dancers, the perception of a collaborative and open environment offering opportunities to collaborate with both organizational members and external artists and thus to develop a professional network. Implications for research and management are discussed. Certaines études ont fait ressortir l'importance du capital humain dans les arts de la scène, sans pour autant examiner les facteurs qui permettent d'attirer et de retenir les talents artistiques. Cet article vise à combler cette lacune en posant les questions suivantes: comment les organisations culturelles peuvent-elles attirer et retenir des talents artistiques? Pourquoi les artistes choisissent-ils de travailler pour une organisation en particulier? Les facteurs de rétention diffèrent-ils des facteurs d'attraction? Afin d'apporter des réponses à ces questions, les auteurs ont mené une étude exploratoire à partir de l'étude de cas de la Fondazione Nazionale della Danza Aterballetto (ou Aterballetto), la compagnie de ballet contemporain la plus célèbre d'Italie. Il est alors apparu que les différences entre les facteurs d'attraction et les facteurs de rétention sont attribuables à des caractéristiques individuelles telles que l'expérience professionnelle et les besoins professionnels. Tous les danseurs étaient attirés par la réputation du chorégraphe résident, la réputation de l'organisation et la structure horizontale de l'organisation. Les principaux facteurs de rétention sont les suivants:
ISSN:1480-8986