Johan KOLSTEEG and Frido SMULDERS
Drastic cuts in government budgets will force cultural organizations to
reconsider their position by initiating internal discussions on how to avert the
risk of these cuts. In order to avoid gradual withering of their proposition,
cultural organizations will increasingly search for new organizational
constellations with new business models. Converting the cultural organization
into a hybrid organization combining cultural as well as business values, is
one of the options and a major challenge. There seems to be pressure on
preserving the cultural values that belong to the artistic core.
This paper investigates the application of the IDER-model, that combines
design thinking and design related implementation theories that take the
potential conflicting value systems into account as well as a focus on the
subsequent realization of associated organizational changes. An additional
challenge is to realize the new structure in a way that it stays flexible as were
it of a prototypical nature. Based on this theoretical discussion the paper
proposes an agenda for future research to generalise our findings. The model
explicated in the paper relates to the fundamental choices underlying the
adaption to external changes through hybridization.
PUBLISHED: Proceedings from the The 19th DMI: Academic Design Management Conference, 2014
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