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Digital Culture: The Changing Dynamics Research findings Questionnaire analysis Responses from the questionnaire indicate that the surveyed European portals and networks have been mostly founded since the year 2000, some in the mid/late 1990s and only a couple at the beginning of the 1990s. The majority of organizations are non-profit, non-governmental; only three organizations are under direct governmental authority and two have no status as they are Internet projects set up by different bodies. For example, the Culturelink Network was founded by the Council of Europe and UNESCO, LabforCulture was founded by the European Cultural Foundation, the Compendium of Cultural Policies and Trends in Europe was founded by the Council of Europe and the ERICarts Institute, Connect CP was founded by the International Federation of Arts Councils and Culture Agencies (IFACCA), etc. Three main areas of activity can be detected from the organizations’ description and scope of activity: cultural policy development, information resources for artists and cultural professionals (including artistic exchange, mobility, production, cooperation and funding opportunities) and finally research activities, training and education programmes (including the organization and coordination of expert meetings, e.g. conferences, symposiums). The areas and scopes of activity indicate that the core audiences of the cultural portals and networks are the artistic and research community. The trends in online and offline cooperation among arts and cultural practitioners are constantly increasing. This could be interpreted and explained through the ongoing search and exploration of new mediums of cultural production, consumption, cooperation and communication (with online communication itself becoming a creative medium) by the artistic and cultural community. The responses on governing structures vary and correspond to the organizational set-up (governmental, non-governmental, owned Internet projects). Thus, the main types can be distinguished as: 134 a) organizations directly governed by the project owners/founders (17.6%), b) organizations governed by their general assemblies and executive boards 17 (17.6%), 17 The General Assembly, being the highest decision-making body, elects and appoints members of the executive board.
Managing culture in virtual realms: policy provisions and issues - a European perspective c) organizations governed by their board of directors or steering committees 18 (35.3%) and d) organizations with flexible governing structures 19 (29.5%). Following on from this, the outlines of management structures are diverse: most organizations are managed by the portal or network director and by the portal or network coordinator. Only a couple of organizations are managed by editors. All organizations have administrative staff, content editors and technical coordinators. Half of the responding organizations have staff delegated for coordinating research while a third employ staff in charge of finance and only one organization has a communications manager. Also, only one organization has a marketing officer. Organizational decision-making procedures for 9 out of 17 of the organizations (53%) follow the management structures (directors/coordinators/editors take all the everyday decisions) in collaboration with staff and periodical reports to higher levels (boards, etc.) while the remaining 8 organizations (47%) have stated that their decision-making procedures require approval from the boards, assemblies or the founders. Of the surveyed organizations, 53% evaluate their organization’s governance and management structures as efficient. The ones that considered their organization to be efficient state that independence in decision-making is the main element of efficiency whereas the main reason behind the unsatisfactory responses is the size and complexity of the structure and decision-making process. Finally, the main sources of funding for 10 organizations (59%) are listed as: a) governmental (EU, supra-national, national and local), b) cultural foundations, 18 Boards of Directors and Steering Committees are made up of the representatives of the key interested parties or stakeholders. 19 We used the term “flexible” as the governing structures in some organizations are changeable according to the management set-up or are duplicating managing structures (managers, coordinators, employees and volunteers participate both in decision-making and executive roles according to the work requirements). It is to be noted that all of the surveyed organizations which have this kind of set-up are predominantly the result of artistic initiatives which heavily rely on a volunteer workforce. There is also an example where governance and management structures are duplicated in one role - the Chairperson of the Board of the Directors is also the acting manager and works voluntarily. Through informal conversations with portal and network representatives, we gathered that these flexible structures lead to a significant amount of financial insecurity but are more efficient in the sense of the decision-making procedures (less time-consuming, less demand for administration work and also lower financial costs in setting up and organizing meetings of representative bodies). 135
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CULTURELINK Network of Networks for
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This Work has been published with t
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Culturelink Joint Publications Seri
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Managing culture in virtual realms:
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Foreword Digital culture is a new c
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INTRODUCTION
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Digital Culture: The Changing Dynam
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PART ONE DIGITAL CULTURE - THE NEW
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Introduction Media users: from read
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Media users: from readership to co-
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As John B. Thompson argues, the sup
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designers will take a back seat in
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The above-mentioned are two affirma
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The understanding of media users, a
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Transformations of cultural product
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References Transformations of cultu
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This paper attempts to: • provide
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websites that fused into what we ma
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Portal del Cine y el Audiovisual La
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Internet costs nothing in any forei
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