دور الادارة الاستراتيجية في تطوير المؤسسات الثقافية والفنية

Abstract

This study investigates the role of strategic management in the development of arts and cultural institutions, focusing on a case study of the Mostaganem Theater through an analysis of management practices at the National Amateur Theatre Festival. The research addresses the central problem of how strategic management can contribute to the sustainable development of these institutions amidst contemporary challenges. The study aimed to establish a theoretical framework for the concepts of strategic management and the unique characteristics of cultural organizations, analyze the current management reality at the Mostaganem Theater, and deduce the potential impact of adopting a comprehensive strategic approach. To achieve these objectives, the research employed a descriptive-analytical method for its theoretical chapter and a case study method for its applied chapter, relying on secondary sources and qualitative interviews with stakeholders in the theater scene. The findings indicate that the management practices at the Mostaganem Theater, as evidenced by the festival case study, are predominantly operational and reactive rather than being structured within a clear strategic framework. Despite strengths such as the festival's long history and its role in talent development, significant challenges were identified, including the absence of a declared strategic vision and mission, heavy reliance on government funding, administrative bureaucracy, and limited mechanisms for comprehensive performance measurement. The study concludes that adopting a comprehensive strategic approach—encompassing the formulation of a clear vision, environmental analysis, setting SMART objectives, and systematic implementation and evaluation—would effectively contribute to the sustainable development of the theater on artistic, administrative, and financial levels, as well as in audience development. The thesis concludes by presenting a set of practical recommendations for the theater's management and relevant authorities to foster a culture of strategic planning and ensure the continuity and growth of this vital cultural institution.

This study investigates the role of strategic management in the development of arts and cultural institutions, focusing on a case study of the Mostaganem Theater through an analysis of management practices at the National Amateur Theatre Festival. The research addresses the central problem of how strategic management can contribute to the sustainable development of these institutions amidst contemporary challenges. The study aimed to establish a theoretical framework for the concepts of strategic management and the unique characteristics of cultural organizations, analyze the current management reality at the Mostaganem Theater, and deduce the potential impact of adopting a comprehensive strategic approach. To achieve these objectives, the research employed a descriptive-analytical method for its theoretical chapter and a case study method for its applied chapter, relying on secondary sources and qualitative interviews with stakeholders in the theater scene. The findings indicate that the management practices at the Mostaganem Theater, as evidenced by the festival case study, are predominantly operational and reactive rather than being structured within a clear strategic framework. Despite strengths such as the festival's long history and its role in talent development, significant challenges were identified, including the absence of a declared strategic vision and mission, heavy reliance on government funding, administrative bureaucracy, and limited mechanisms for comprehensive performance measurement. The study concludes that adopting a comprehensive strategic approach—encompassing the formulation of a clear vision, environmental analysis, setting SMART objectives, and systematic implementation and evaluation—would effectively contribute to the sustainable development of the theater on artistic, administrative, and financial levels, as well as in audience development. The thesis concludes by presenting a set of practical recommendations for the theater's management and relevant authorities to foster a culture of strategic planning and ensure the continuity and growth of this vital cultural institution.