Collaboration 19 May 2015 Langeveld, Belme, Koppenberg

'Cultuursector kan nog best inleveren‘ Tekort Muziekgebouw Eindhoven groeit verder: euro verlies dit jaar Brabants Dagblad, 16 maart 2014 EINDHOVEN - De cultuursector in Eindhoven kan nog best inleveren. Als er meer samengewerkt wordt bijvoorbeeld. Want instellingen als Parktheater en Muziekgebouw doen dat nog veel te weinig. Dit zei oud- wethouder Hans-Martin Don zondagmiddag in de maandelijkse cultuurtalkshow SPAM in grandcafé Meneer Frits. Maar Don ziet vooral (financiële) winst in het samenwerken. Als bestuurslid is hij betrokken bij de Effenaar: "PopEi, Dynamo, Meneer Frits, Effenaar... waarom wordt daar niet meer samengewerkt. Kom op jongens! Daar is nog genoeg te winnen", zei hij.

Source: Langeveld, Belme, Koppenberg (2014) Collaboration in the performing arts

Criteria Informal or institutionalized Network Joint-project Collaboration on programming, marketing and publicity, logistics, catering Shared back-officeJoint-ventureMergerAcquisition Aim Knowledge exchange To realize a project, product or event Sharing knowledge: to benefit from collaborating on different levels Sharing and combining labour and facilities in order to cut costs and increase efficiency Creating a separate entity for part of the activities in order to cut costs and increase efficiency Creating a new entity by merging two/more organizations to cut costs and increase efficiency One organization takes over another in order to cut costs and increase efficiency Benefits Artistic, Social, Cognitive benefit Artistic, Social benefit Financial, Artistic or Social benefit Financial benefit Intensity low «««————————————————————»»» high

Informal or institution alized Network Joint- project Collaboration on programming, marketing and publicity, logistics, catering Shared back- office Joint- venture MergerAcquisition Type of Participant Collaborating partners can be similar or different according to their size, main activities and role in the supply chain MotivationVoluntarily «««————————————————————»»» Enforced Time frameIncidental «««————————————————————»»» Structural ContinuityAd-hoc «««——————————————————————»»» On-going OrientationShort-term «««————————————————————»»» Long-term CostsLow «««———————————————————————»»» High TiesWeak «««————————————————————-——»»» Strong Human componentUnimportant «««————————————————————»»» Important Investment to maintain qualitySmall «««——————————————-————————»»» Large

Structural conditions A shared collaboration history Well-harmonized logistics — efficient communication, regular meetings Voluntary intention and organic development Cultural conditions Commitment Trust and openness Transparency Mutual investment of money, time and resources Equality Willingness to give up privileges to realize a common vision Belief in the collaboration from both sides Human element — working chemistry, match of experiences Homogeneity of partners in type, value, workload, speed, capacity, number of inhabitants in the service area Scale The skill of listening and searching for commonalities Clear communication of the Director’s vision to the employees Spending personal time together

Strategic conditions Urgency Clear identity before collaboration Well-defined common vision and clear objectives Mutual gaining point Value, goal and mission alignment Realization of a goal can only be achieved by common action Additional conditions for mergers Neutral director A consultant with extensive experience of integration processes Timing Additional conditions for co-productions Intrinsic urge Formalization Artistic match Respecting differences in organizations culture and structure Active involvement of employees

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