A Summary of Thibodeau, B. D., & Rling, C. C.

(2015)

Lo Hsuan, Hsu

George Mason University

According to Thibodeau, B. D., & Rling, C. C. (2015), few study studied the
engagement of the cultural organization through planning the urgency plan to the
neighbors. Due to the exigence, they concentrates on study the how nonprofit cultural
organization manages their contribution urgency into the community. Therefore, the
object of the paper is the urgency management among the nonprofit arts organizations
and to study the question: In what ways do nonprofit cultural organizations create a
sense of shared urgency with community as they pursue capital-intensive facility
projects?

They research five case studies and analyze their information in order to realize the
deeper challenges of the sharing urgency from the culture organization to the local
area. Thus, the paper may be attracted by the arts organizations staff, stakeholders,
and sociological literature for understanding how the arts organization to improve
their program to the community. Ultimately, they suggest that the role of the
stakeholders in the arts organization can be separate into public, private and
nonprofit sectors. Therefore, one gap in the arts management is to understand the
precise thinking of the stakeholders.

Focused Analysis of connection to and commitment of people

One of the key concepts in the Thibodeau, B. D., & Rling, C. C. (2015) is
connection to and commitment of people in organizations location. They define it as
the Emotional and social bonds between people, organization, and community.
(p.165). In other words, because people have the feeling and friends in their
neighborhood, so they would like to participate the activities and want to donate their
ability to the community.

The paper discusses nonprofit cultural organizations, Cinema and Center, to give
readers the example how they communicate with the community. Take the Cinema
cofounder Board Chair for example. She was a member of the initial volunteer project
champions and she also work as the chief financier to help children in the community.
Due to her network in the community, she can lead the Cinema work together with
this community easily.
In conclusion, the key concept points out that people whether engage and donate to
the artistic program in the community would be influenced by their emotion and the
relationship in the community with the arts organization. . Through the Cinema
example, the authors present that a strategy of house parties to have more personal
dialogue with community stakeholders. Furthermore, the connection to the people
can describe as a consensus-building tool for ongoing stewardship between
community and organizational stakeholders mutually. Therefore, in order to realize
the influences of the donation in stakeholders is to study the key concept: the
connection to the people.

Language Pattern Analysis

As an international student, observing the Synthesis Matrix of arts management

academic materials can improve my writing skill in a professional field. Hence, I want
to analyze the following reference to comprehend how a professional academic writer
design their different resources and forward their paper.

In stakeholder theory, communities are defined under the four broad

contexts of community of place, community of interest, virtual advocacy
groups, and communities of practice (Dunham, Freeman, and Liedtka 2006)
with three specific strategies in approaching eachcooperation, collaboration,
and containment (38). Based on the three stakeholder attributes of power,
legitimacy, and urgency and the combination thereof, seven interrelated
classes of stakeholders are identified (Mitchell, Agle, and Wood, 1997). In arts
management literature, however, community can mean the collective group of
individuals, organizations, and agencies that produce, present, and promote
artistic endeavors or those in a community who attend or otherwise support
those endeavors (McClellan, Rebello- Rao, and Wyszomirski, 1999).

In this paragraph, the authors compare the two definitions of the community between
the stakeholder theory and the arts management literature. The authors write the
signature word however to illustrate the two fields of the definition of the
community. Through the comparison, arts management students can obviously figure
out what the different and familiar with the community.

Thibodeau and Rling cites Dunham, Freeman, and Liedtka, (2006) to discuss the
definition of the community in stakeholder theory. They use the verb defined to tell
the readers that the community means the relationship of community of place,
community of interest, virtual advocacy groups, and communities of practice.
Furthermore, cooperation, collaboration, and containment are key elements of the
community in the stakeholder theory. Nonetheless, the community meaning in arts
management is a group of people, including individual, organization, and agencies,
who want to engage to this artistic program and contribute in it. (McClellan, Rebello-
Rao, and Wyszomirski, 1999). It can say that the stakeholder theory and arts
management consider different perspectives of the community.

A connection across texts with the reason of Donors to do the donation for
musical performing arts organization

Many reasons would cause people to donate their asset or abilities to a culture
organization within a community. Barnes, M. L. (2011) believes that people would
like to donate to the community because they consider the rule of the social
responsibility, benefits outcomes, charitable attitude, and personal income. Moreover,
Thibodeau, B. D., & Rling, C. C. (2015) presents that the emotional and social bonds
would influence the stakeholders to decide whether engage into the community or not.
Both Barnes, M. L. (2011) and Thibodeau, B. D., & Rling, C. C. (2015) help me to
understand the society and individual aspects of the influences for the donation. These
papers evidence that many arts management scholars have already studied why the
donors would like to contribute their asset. Through studied these paper, I can find the
definition of my key concept by external and internal aspects to discuss more specific
reasons why donors willing to share their money. Thus, figuring out the
considerations of the donation is one of the arts management academic issues. I would
like to study the donation reasons of the culture organization in community.

Reference

Thibodeau, B. D., & Rling, C. C. (2015). Nonprofit Organizations, Community, and

Shared Urgency: Lessons from the Arts and Culture Sector. The Journal of Arts
Management, Law, and Society, 45(3), 156-177.

Dunham, Laura, R. Edward Freeman, and Jeanne Liedtka. (2006). Enhancing

Stakeholder Practice: A Particularized Exploration of Community. Business Ethics
Quarterly 16 (1): 2342.

Mitchell, Ronald K., Bradley R. Agle, and Donna J. Wood. (1997). Toward a Theory
of Stakeholder Identification and Salience: Defining the Principle of Who and What
Really Counts. Academy of Management Review 22 (4): 853886.

McClellan, Amy, Darlene Rebello-Rao, and Margaret J. Wyszomirski. (1999).

Resisting Invisibility: Arts Organizations and the Pursuit of Persistent Presence.
Nonprofit Management & Leadership 10 (2): 169183.

Barnes, M. L. (2011), Music to our ears: understanding why Canadians donate to

arts and cultural organizations. Int. J. Nonprofit Volunt. Sect. Mark., 16: 115126.
doi:10.1002/nvsm.405