Ledarskap i Operahuset

Sammanfattning: Since the introduction of New Public Management in Sweden during the 1980's, publicly funded institutions have faced a shift towards a more business-oriented approach to management. Being largely dependent on state subsidies, institutions within the performing arts sector have been profoundly affected by this change. Artistic and financial goals are weighted against each other and the tension between them has increased as the distance has decreased. In this study we observe the effects of conflicting institutional demands to answer the research question: how do artistic opera directors manage the financial and artistic goals given the "economisation". Our results are indicating a development of a hybrid identity where operatic works are ascribed cultural as well as economic values. To secure revenue, artistic directors deploy repertoire diversification strategies that are strongly resemblant to those used within portfolio risk management.