Document Type
Article
Publication Date
5-1-2000
Abstract
Orchestras must attract and maintain enthusiastic audiences to survive in today's competitive environment, and many orchestras are working hard to raise public awareness about their products in the hopes of making them more attractive to a broader audience. I have drawn upon the theory of persistent presence to create a framework which outlines five of the most important issues facing orchestras today. I offer a refinement of the model which I believe is a better explanatory vehicle for understanding why some orchestras succeed more than others in terms of expanding their audiences. I have added the element of cohesive commitment, which consists of a unified vision centered on the organization's core purpose, internal consistency and fiscal stability. Without cohesive commitment, there is little chance for an orchestra to move ahead effectively. To start up a virtuous cycle, orchestra leaders need to gather around the core purpose and construct a framework for action that will strengthen the product. They may then create new strategies that include the five ingredients to construct a positive persistent presence that may tend to attract larger audiences. To complete the virtuous cycle, the organization may reconsider new strategies as it becomes aware of new needs, although the core purpose will change unless the audience disappears.
Keywords
music trade
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Humphrey, Marguerite Burton, "The Symphony Orchestra: The Role of Cohesive Commitment in the Pursuit of Persistent Presence" (2000). Student Scholarship. 498.
https://commons.case.edu/studentworks/498