TY  - JOUR
AB  - This paper argues that the entrepreneurial leader in non‐profit Performing Arts Organisations (PAOs) has received too little attention in literature pertaining to these organisations. This criticism also applies to museums. The paper explores how leaders in non‐profit performing arts organisations balance the interests of the various funding sources and market opportunities to service their revenue requirements. It reviews a tension in non‐profit performing arts organisations: the relationship between limited funding and the subsequent need to act entrepreneurially and innovatively among the various funding sources. Using longitudinal analysis of annual reports, the paper uncovers interplay essential to entrepreneurship. Hence, strategies and tensions are highlighed that non‐profit leaders have used. Comparisons are made with non‐profit art museums which previous research has shown have the same funding tensions.
VL  - 6
IS  - 1
SN  - 1471-5201
DO  - 10.1108/14715200480001354
UR  - https://doi.org/10.1108/14715200480001354
AU  - Rentschler Ruth
AU  - Geursen Gus
PY  - 2004
Y1  - 2004/01/01
TI  - Entrepreneurship, Marketing and Leadership in Non‐Profit Performing Arts Organisations
T2  - Journal of Research in Marketing and Entrepreneurship
PB  - Emerald Group Publishing Limited
SP  - 44
EP  - 51
Y2  - 2024/04/24
ER  -