ABSTRACT

Cultural Management 3.0 is directed towards creative consumption and co-creation. Theoretically, Cultural Management 3.0 draws on media theories of active audiences, ‘two-way flow’ and fandom. Practically, it reflects the business model of open source and open innovation as well as the rise of platform capitalism, which claims to empower users to generate and share content, bypassing traditional intermediaries. Ideologically, it draws upon the ideal of a cultural commons in which information and knowledge can be freely shared, and older traditions of community arts and cultural democracy, which aimed to empower ordinary people to create their own culture. In management theory, Cultural Management 3.0 resonates with Senge’s ‘learning organisation’, with postmodern marketing, design-led innovation, and with transformational and vulnerable leaderships. Cultural Management 3.0 is essentially a concession of power from leader to follower. Whilst the intention may be to empower users, consumers and citizens, Cultural Management 3.0 also risks being hijacked by big tech companies that have their own reasons for bypassing traditional centres of authority and control. Like the other models considered in this book, Cultural Management 3.0 thus resolves some dilemmas of cultural management whilst exposing others.