(De)Mobilizing the Entrepreneurship Discourse
Show Less

(De)Mobilizing the Entrepreneurship Discourse

Exploring Entrepreneurial Thinking and Action

Edited by Frederic Bill, Björn Bjerke and Anders W. Johansson

This unique and fascinating book takes a critical look at aspects of the prevalent entrepreneurship discourse and presents several substantive new theories, prescribing what should be abandoned (demobilization) and what should be adopted or given a more central position (mobilization).
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 5: Entrepreneurial Successes and Failures in the Arts

Katja Lindqvist


Katja Lindqvist Artists and art professionals1 should be ideal protagonists of postindustrial society given the contemporary demand for innovators and creative entrepreneurs, as they are visionary, independent, innovative and highly committed to their projects. But instead of occupying centre stage, artists are largely marginalized in public discourse and space, except for when it comes to scandals. Even successful art enterprises initiated by artists or arts professionals seem to downplay the role of artistic innovativeness, independence, vision and commitment as time passes. Sometimes, as presented in three Swedish cases in this chapter, entrepreneurs founding successful art enterprises are actually contested and even taken action against. These cases recount the stories of how three entrepreneurs in the arts field are successful in resource mobilization for their enterprises, but over time face resource demobilization, including disaffiliation of themselves from their founded enterprises. Why do these conflicts occur, and are they unavoidable? These two questions will be addressed in this chapter. THEORETICAL PERSPECTIVES ON ART ENTREPRENEURSHIP Trying to understand entrepreneurs in the field of the arts better, there are a number of different perspectives from which to view actions which are here described as entrepreneurial. When trying to describe entrepreneurial behaviour, commitment seems vital, something which is related to the personal link between a founder of an enterprise and the enterprise itself. Also, a founder of an enterprise needs to be able to manage the enterprise through its first phase of existence and to have the skills to play a constructive role in the...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.