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How Can Theater Companies Balance the Artistic Value and Commercial Value to Achieve Success? A Review of the Literature

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How Can Theater Companies Balance the Artistic Value and Commercial Value to Achieve Success? A Review of the Literature
How Can Theater Companies Balance the Artistic Value and Commercial Value to Achieve Success?
A Review of the Literature

Abstract
In recent years, more and more theater companies have occurred in the creative industries. Each company wants to be as successful as the Broadway Theater. This literature examines how can theater companies achieve higher performance in order to balance their commercial and artistic values. In general, theater companies will at least shorten the distance to success by keeping artists’ creativity without training them to become businessmen, providing freedom for artist in management, and looking for investment to support the company.

How Can Theater Companies Balance the Artistic Value and Commercial Value to Achieve Success?
A Review of the Literature

The Broadway Theater District is located in the middle of Manhattan. Thousands of people are coming almost every day to see different classic plays. The Broadway Theater is famous for its musicals like Cats, Mamma Mia, Lion King and the Phantom of the Opera. During these classic plays, audiences can enjoy the fancy stage and beautiful songs.
Other than Broadway, there are plenty of theater companies in the United States. Since Broadway has acquired such great success, those other theaters are trying hard to catch on to Broadway’s achievements. In order to be successful, other theater companies need to spend more energy because the center of the world’s greatest art and culture has already been occupied by Broadway.
One of the most important tasks is to balance the artistic value and commercial value of the theater company. Since artists – directors, screenwriters, stage managers, actors and actresses – are the main roles of a theater company who create and play the show, how to manage them properly and maintain their creativity becomes two important aspects for a theater company’s performance. Furthermore, theater is a high-risk firm with an instable market; looking for



References: Eikhof, D. R., & Haunschild, A. (2007). For art’s sake! Artistic and economyc logics in creative production. Journal of Organizational Behavior, 28, 523-538. doi:10.1002/job.462 Fanton, B. (1993. 07). Theatrical madness. Nation’s Business, 81, 12. Retrieved from http://search.proquest.com/docview/199861127?accountid=13044 Parkman, I. D., Holloway, S. S., & Sebastiao, H. (2012). Creative industries: Aligning entrepreneurial orientation and innovation capacity. Journal of Research in Marketing and Entrepreneurship, 14(1), 95-114. doi:10 .1108/14715201211246823 Reaves, J., & Green, D. (2010). What good are artists?. The Journal of Business Strategy, 31(4), 30-38. doi: 10.1108/02756661011055168 Schacter, H. (1996, Apr 01). Can business save the arts? Profit, 15, 38-41. Retrieved from http://search.proquest.com/docview/219291859?accountid=13044 Throsby, D. (2007). Preferred work patterns of creative artists. Journal of Economics and Finance, 31(3), 395-402. Retrieved from http://search.proquest.com /docview/215580530?accountid=13044 Vickery, A. (2005). Accounting fraud at live entertainment Canada, incorporated, 1993-98. International Journal of Arts Management, 7(2), 15-26. Retrieved from http://search.proquest.com/docview/205809267?accountid=13044 Kaplan, B. (2007, July 24). At the stroke of midnight, a frenzy of fanaticism, retrieved from Northwestern University, Medill Reports – Chicago: http://news.medill.northwestern.edu/chicago/news.aspx?id=41245

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