ABSTRACT
This chapter reflects on the links between organizational models of symphony orchestras and repertoires, bringing to conclusion the overarching discussion on the nature of the orchestra crisis and offering perspectives for the sustainability of the symphony orchestra. Specifically, the business model methodology points out the conditions under which organizational models unlock artistic core values that deviate from the sector’s dominant logic. Through comparing data from various orchestra models and their according repertoire tendencies, it will be argued that cultivating a vibrant and legitimate orchestra environment is not a zero-sum game between competing organizations but rather an exercise in adaptiveness, where one model may be equipped to complement and strengthen the other.
