Year: 2012
Type: article
Abstract: <!-- @page { margin: 2cm } P { margin-bottom: 0.21cm } --> The analysis of cultural policy usually classifies the cultural organizations like public organizations or private non-for-profit cultural organizations. However, budget and analysis management reveals that the majority of cultural institutions cannot be classified in either the public or private non-profit, because they are hybrids. This article argues that the different degrees of hybridization that are found are explained first, by the origin of cultural institutions and, secondly, by the orientation of Barcelona’s cultural policy strategy characterized by the entrepreneurial strategy of the local government. Finally, the article explores the challenges posed by these different degrees of hybridization to the governance of cultural institutions.
Author: Joaquim Rius-Ulldemolins
Institution: Universitat de Barcelona
Language: Spanish
Subfield: Urban Studies
Field: Social Sciences
Domain: Social Sciences
Open Access status: diamond
OpenAlex ID: W1506130700