Georgiana Alina Teohari

Bio: Georgiana Alina Teohari is an academic researcher from West University of Timișoara. The author has contributed to research in topics: Symphony. The author has an hindex of 1, co-authored 2 publications receiving 5 citations.

Innovative Aspects in Managing Classic Professional Orchestras, as Multiple Stakeholder Organizations

Abstract: The purpose of this research was to identify innovations in managing a classic professional orchestra, as a multiple stakeholder organization, in perpetual interaction with the volatility of the nowadays environment. In countries like Germany, there is a particular emphasis on the value of cultural musical heritage acquired in hundreds of years of musical creation. German orchestras are the dominators of today’s classic professional orchestra market, not only by number but more important, by the high quality of musical service and auxiliary services offer. The researchers conducted this study in order to identify which innovations are used to improve the quality of individual and collective actions, to create a favorable environment that enhances human creativity in a digitalized world, to provide a complex service offer that includes the high level of musical performance, and the best complimentary services that surround the sound organism’s activity. The study was based on Larry Keeley’s 10 types of Innovation model.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

Knowledge Management in Society 5.0: A Sustainability Perspective

Abstract: Organizations require the means to navigate Society 5.0. This is a knowledge-intensive society where a sustainable balance must be created for social good through a system that integrates cyberspace and physical space. With significant data, information and insight exchange based on knowledge in people and machines, organizations need to make sense of the notion that knowledge assets are the central structuring elements for sustainable development. By considering the key aspects of knowledge management (KM) in Society 5.0 as they relate to sustainable development, organizations may leverage their KM capability and learning agility to successfully address the unique requirements of the new society, environment and goals for sustainable development. In this research, automated content analysis was applied to identify key KM aspects using the Leximancer software. A total of 252 academic papers were analyzed, identifying 10 themes related to key KM concepts in Society 5.0 as they pertain to sustainability. The KM concepts identified were described and mapped to the sustainability triple bottom line. They comprised three primary and three intersecting dimensions, i.e., the environment (planet), society (people) and economic performance (profit) in the socio-economic, eco-efficiency and socio-environmental domains. The most significant themes included “knowledge”, “human”, “companies”, “information” and “system”. Secondary themes included “innovation”, “development”, “resources”, “social” and “change”.

Resilience of Symphony Orchestras to Challenges in the COVID-19 Era

Abstract: With the growing number of orchestras and competitions from other media and popular music, orchestras are experiencing higher competition. The world's current trend of art culture is unfavorable to the growth of symphony orchestras and their development of audience base, especially under the COVID-19 pandemic. This study analyzes how Hong Kong Philharmonic Orchestra, a professional orchestra, can retain its leading status, broaden its audience base, and remain resilient to these challenges. Porter's five force model was applied to investigate its operating environment obtained from various information sources to suggest multiple strategies to gain more audiences in local and international markets. This study contributes to discernment for symphony orchestras to implement new strategies to gain resilience from the unprecedented difficulties. Scant studies focus on the marketing and operations of symphony orchestras during the COVID-19 era, especially in East Asia.

Business Model Innovation and the First Steps of Digitalization in the Case of Symphony Orchestras

Abstract: The study highlights the importance of orchestras being able to respond to the changing needs of consumers and adapt to changes in the world. Such a change is, for example, the current coronavirus epidemic, which poses especially great difficulties for organizations of the cultural sector that deal with performing arts, as concerts and performances – providing the basis of their operation – have become impossible. In order to gain “immunity” to the virus, business model innovation and exploiting opportunities offered by digitalization are essential. Furthermore, similar cases can occur at any time for which orchestras have to be prepared. As a result, orchestras (and in a broader sense all kinds of organizations) need to fundamentally rethink their business models. After conducting secondary research and interviews with 10 symphony orchestra managers and 10 symphony orchestra musicians, I have identified some novel aspirations, attempts and projects selected from international and Hungarian symphonic orchestral life to provide excellent examples of how the business model can be redefined and how the expectations of the 21st-century audience can be met. These examples show that there are orchestras which have understood that responding to the changing demands of consumers and utilizing the opportunities given by technology is essential, although it is still a question of how many more “coronavirus waves” are needed to make it clear for all orchestras that fundamental changes are necessary to preserve a market-leading position or become a market leader.

Modelos actuales de organización y gestión de las orquestas sinfónicas profesionales en España

Abstract: The economic, social, and cultural sustainability of symphony orchestras from the second decade of the 21st century onwards is at stake after the onslaught of a first serious financial crisis and a second traumatic crisis caused by the COVID‑19 pandemic, in the context of which this article has been written. An effort to analyse in depth the current state of affairs is required to achieve a viable future. For this very reason, this first essay aims at studying the organization and management models of the Spanish professional symphony orchestras, focusing on those which are members of the AEOS (Spanish Association of Symphony Orchestras). A conceptual and historical introduction is followed by a survey of the existing literature on the different organizational aspects of orchestras. Then, the research path of Silerova (2012) is adopted, and the following organizational and management elements of these entities are examined: legal forms chosen, main governing bodies, human resources (technical‑administrative and artistic staff), programming structure, financial resources, and communication (focused on the digital field: web pages and social networks).