Artivate: A Journal of Entrepreneurship in the Arts
The mission of Artivate: A Journal of Entrepreneurship in the Arts is to disseminate new thinking and perspectives on arts entrepreneurship theory, practice, and pedagogy.
The editors are committed to publishing research-based articles and case studies of interest to scholars, artists, and students in the areas of entrepreneurship theory as applied to the arts; arts entrepreneurship education; arts management; arts and creative industries; public policy and the arts; the arts in community and economic development; nonprofit leadership; social entrepreneurship in or using the arts; evaluation and assessment; public practice in the arts.
Artivate is published twice yearly, summer and winter, in an online format. The editors are particularly interested in articles that actively link theory with practice in ways that will be of interest and impact to the broad cross-section of the Journal’s readership. Self-reflective studies from arts entrepreneurs and empirical research from scholars are equally welcome. We are interested in supporting the growth of our nascent discipline and also welcome debut articles from emerging scholars.
Our editorial board is drawn from diverse disciplines at the nexus of entrepreneurship and the arts. These distinguished colleagues review and recommend articles submitted for consideration and we thank them in advance for their hard work and dedication.
Artivate was originally published by The Pave Program in Arts Entrepreneurship at Arizona State University, but is now published by the University of Arkansas Press.
Filtering by
- All Subjects: creative cities
- All Subjects: self-employment
The demand for interdisciplinary and cross campus courses has increased substantially over the past few years resulting in increased program offerings and modifications to existing coursework in universities across the nation. This is very clearly evident in the arts realm. However, there is no clear agreement of knowledge, skills and abilities deemed important to the success of selfemployed artists and arts entrepreneurs. This essay presents qualitative data collected from personal conversations and other data collected over the past several years from students and faculty members engaged in lessons learned from The Coleman Foundation Faculty Fellows Program, a national initiative of The Coleman Foundation. Building upon the lessons learned from this initiative a framework is presented to embed entrepreneurship content across several arts subjects. Suggestions for conceiving and designing entrepreneurship course content are portrayed. The “modules” approach to the infusion of entrepreneurship within the arts and other disciplines are presented. Assessment methods to measure the impact of using such modules to infuse entrepreneurship are explained. Pedagogical constructs and pedagogical resources are presented. The implications for future research are postulated and suggested.
Over the 2000s, Toronto initiated and instituted a process of cultivating itself as a creative city. Entrepreneurial city visionaries found that in order to enter the global market, their planning had to be strategic. This paper explores how Toronto’s policy entrepreneurs used planning, partnerships, and an expanded definition of economic development to create a “Cultural Camelot.” In addition to competing on the financial and revenue-generating fronts, a coalition of cross-sector leaders took on the challenge of fostering a livable city with a deep social ethos imbued within a variety of dimensions of urban life. This new focus gave Toronto the chance establish itself as a center for innovation, which strengthened urban cultural capital and helped promote the strategic agenda of becoming a competitor in the creative economy sector. Investment in research and creative city strategic planning, coupled with the allocation of financial and human capital resources across a variety of industries, served to encourage creativity, promote culture and competitiveness, and drive economic development.