Setorial Panorama of Brazilian Culture - 2011|2012

Techniques of data analysis
For the analysis of the data collected in the quantitative research, four techniques were
used, namely descriptive data analysis, factorial analysis, cluster analysis and discriminant
analysis.
The descriptive analysis was used to analyze the data resulting from the sample
collection and to understand the central questions of the research.
Factorial analysis is a technique that allows explaining the behavior of a group of
variables through their correlations. These correlations between the variables establish common
latent dimensions (that is, not observed a priori), called factors. In the Sectorial Panorama of
Brazilian Culture, it was used to understand factors not observed directly in the research with
producers.
Cluster analysis is a multivariate exploratory technique that aims to provide multiple
partitions in the data mass, so that there is homogeneity within and heterogeneity between the
groups. It was from this technique that the suggested cultural producer profiles were
consolidated.
Discriminant analysis is the data analysis technique that takes as basis a set of
independent variables and classifies individuals or cases into mutually exclusive categories or
classes. The objectives met in the Sectorial Panorama of Brazilian Culture with this technique
were to test the groups formed and to evaluate the accuracy of the established classification.
How was the Sectorial Panorama of Brazilian Culture conducted
Qualitative Research
Just as the national understanding of culture and its production chain needed to know
the producers, another important player requested observation. The decision maker and
the manager of investments in culture in Brazil gained special attention from the PSCB.
Knowing policies, motivations, processes, norms, values, etc. that interfere and guide
investment in culture in the country was the objective that guided this research. In order to
answer these issues, 40 individual interviews were conducted in depth, with a duration of
approximately 90 minutes and use of interview script by the researcher. The interviews
were conducted in person in May and June 2011, with decision-makers and people who
participate in the distribution and allocation of resources for investment in culture, chosen
among representatives of the public sector, private initiative and, our collection as hybrid
companies. Hybrid companies contemplate forms of private administration of a public
company or, even, those that operate in the third sector, that is, they constitute private capital
companies with activity aiming at the public asset.
The qualitative selection included the managers and decision makers of the
investment in culture as the most relevant for this understanding. The executive of the strategic
board that interferes in the investment guidelines of the organizations, be they public or
private, is understood as the manager. The executive was considered the decision maker
with operational decisions, which evaluates which proposals will be financed by the
organizations to which they belong, be they public or private. For the greater relevance of
the sample, it was also considered the territorial scope of the decisions of these executives
and the financial impact of this investment.
The common areas of approach for all respondents were the history of investing in
culture; understanding of culture and perspective on the incentive law and all mechanisms.
With the public sector, we talked especially about how planning of culture investment is
done; perspective on cultural policy; determinations and investment decision hierarchy.
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