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1 – 4 of 4Hans-Peter Degn, Steven Hadley and Louise Ejgod Hansen
During the evaluation of European Capital of Culture (ECoC) Aarhus 2017, the evaluation organisation rethinkIMPACTS 2017 formulated a set of “dilemmas” capturing the main…
Abstract
Purpose
During the evaluation of European Capital of Culture (ECoC) Aarhus 2017, the evaluation organisation rethinkIMPACTS 2017 formulated a set of “dilemmas” capturing the main challenges arising during the design of the ECoC evaluation. This functioned as a framework for the evaluation process. This paper aims to present and discuss the relevance of the “Evaluation Dilemmas Model” as subsequently applied to the Galway 2020 ECoC programme evaluation.
Design/methodology/approach
The paper takes an empirical approach including auto-ethnography and interview data to document and map the dilemmas involved in undertaking an evaluation in two different European cities. Evolved via a process of practice-based research, the article addresses the development of and the arguments for the dilemmas model and considers its potential for wider applicability in the evaluation of large-scale cultural projects.
Findings
The authors conclude that the “Evaluation Dilemmas Model” is a valuable heuristic for considering the endogenous and exogenous issues in cultural evaluation.
Practical implications
The model developed is useful for a wide range of cultural evaluation processes including – but not limited to – European Capitals of Culture.
Originality/value
What has not been addressed in the academic literature is the process of evaluating ECoCs; especially how evaluators often take part in an overall process that is not just about the evaluation but also planning and delivering a project that includes stakeholder management and the development of evaluation criteria, design and methods.
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Keywords
Louise Ejgod Hansen and Markus Laursen
The purpose of this paper is to investigate the management challenges related to the transition from the application phase to the delivery phase of the project of being a European…
Abstract
Purpose
The purpose of this paper is to investigate the management challenges related to the transition from the application phase to the delivery phase of the project of being a European Capital of Culture (ECoC).
Design/methodology/approach
Case study based on qualitative research interviews with the management team, combined with existing research on ECoC and documents on the Aarhus 2017 project.
Findings
The first main finding is that the challenges are caused by the way in which the transition from applicant to designated ECoC includes a change in management, shifting from a project to a programme structure and change in organisation. The second main finding is that stakeholder management in relation to politicians and cultural agents is challenged by a high level of ownership and expectation.
Research limitations/implications
The study focuses on just one case and one phase of the project.
Practical implications
Consequences for the way ECoC are managed and the programme organised could be drawn from this.
Originality/value
The originality of the work is in that it studies this very critical phase in the project’s life-cycle in great detail, and focuses specifically on the management of ECoC.
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Keywords
Alexandra Oancă, Franco Bianchini, Juliet Simpson, Enrico Tommarchi and David Wright