New Trends in Cultural Policy and Management: Regional and Cross-Border Perspectives

A special issue of Societies (ISSN 2075-4698).

Deadline for manuscript submissions: closed (31 December 2019) | Viewed by 10849

Special Issue Editors

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Guest Editor
The Research Institute on Territorial and Inter-Organizational Cooperation, Faculty of Applied Sciences, WSB University, 41-300 Dąbrowa Górnicza, Poland
Interests: marketing and marketing management; sustainable development; sustainable consumption; cross-border cooperation; market of culture; consumer behaviour; coffee market
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Guest Editor
Faculty of Applied Sciences, WSB University, Dąbrowa Górnicza, Poland
Interests: sociology of education, sociology of youth, social pedagogy, culture of education, cultural management and policy

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Guest Editor
Burgundy School of Business, 29 Rue Sambin, 21000 Dijon, France
Interests: cultural entrepreneurship, cultural heritage, contemporary art markets, cultural policies, arts management

Special Issue Information

Dear Colleagues,

Although we are still at the start of the 21st Century, it is already possible to observe a pattern of numerous changes in the sphere of functioning of the cultural institutions. These trends include globalization of culture, development of cultural industries and creative industries, rapid technical and technological growth, occurrence of new cultural policy and cultural management concepts in cities, and regions or cross-border regions. Under these new circumstances, cultural management and cultural policy have started to be developed as an applied academic discipline in order to educate competent, skilled professionals for a wide area of the cultural sector, ranging from film, theater, philharmonic, museum and other sector-oriented operators to cultural development activists. The diversity of titles and names of professions is a sign of the diversity of social needs: Film producers, impresarios, stage managers, drama agents, art administrators, art officers, sociocultural animators, etc. The introduction of cultural policies as part of public policies of cities and regions (also cross-border cities and regions) had raised additional demand for such professionals, and this demand is backed by numerous projects of UNESCO or the European Union (e.g., COST Action 18126 Writing Urban Places. New Narratives of the European City). In this context, this Special Issue encourages researchers and scholars to send contributions on these critical issues or with regard to any other related topic that may promote the conceptual and practical development of cultural management and cultural policy in cities, regions or cross-border territories.

Dr. Łukasz Wróblewski
Dr. Zdzisława Dacko-Pikiewicz
Prof. Marilena Vecco
Guest Editors

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  • cultural management
  • cultural policy
  • cultural institutions
  • cross-border cooperation
  • Euroregion
  • interregional cooperation
  • cultural industries
  • marketing strategies

Published Papers (1 paper)

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13 pages, 1067 KiB  
Concept Paper
Upstream Social Marketing for Implementing Mobile Government
by Valentina Burksiene, Jaroslav Dvorak and Mantas Duda
Societies 2019, 9(3), 54; - 29 Jul 2019
Cited by 10 | Viewed by 10401
This article analyses the main aspects of upstream social marketing for the implementation of mobile government (MGov). The methodology of current research is based on the systematic literature review in the fields of MGov and social marketing. According to our findings, most researchers [...] Read more.
This article analyses the main aspects of upstream social marketing for the implementation of mobile government (MGov). The methodology of current research is based on the systematic literature review in the fields of MGov and social marketing. According to our findings, most researchers investigated MGov from the side of citizens (consumers) and emphasised the benefits to them while changing their attitudes and behaviours in employing mobile applications. However, as there is a lack of research from the side of governmental bodies, in this paper we were looking for new meanings, attitudes and values from their perspective. Limitations of employment of MGov occur due knowledge gap among decision makers and public policy formers (upstream audience). Therefore, we argue that upstream social marketing for the upstream audience would bring success in faster MGov implementation. Specific social marketing would be mostly valuable on the municipal level that is the closest substance to the society. Thus, in our paper, we emphasise the benefit of the MGov for the local upstream audience and propose possible external marketers as well as the motivating theses based on the 7P of marketing mix (consisting of seven P elements: Product, Price, Place or physical evidence, Promotion, Participants or people, Processes, Political power) for the successful MGov on municipal level. Full article
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