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- Title
Sprendimų go Ha: dailininkas ir rinka.
- Authors
Lubytė, Elona
- Abstract
The article, in order to define the new opportunities available to artists in the market, focuses its attention on the individual creative power of decisions. In this article the latter concept is marked by the artists' abilities to purposefully balance creativity and entrepreneurship, i.e. to produce progressive novelties (innovation = novelty + commercial adaptability). It is important that attention is paid to the decisions delegated by the colleagues "from below", as in the course of events, the organizational system of art management renews itself more slowly than individual creative expression. This allows us to make the following presumption: if attention is focused on the innovative strategies of the artists, the precipitation of the slow renewal of the art management system will become possible. To ground this affirmation, in the theoretical part of this study there will be a discussion of the processes of change that occur within the art management system during its passage from classical management methods towards modern systems. Having named the differences between the works of pure and applied art (services), the altered opportunities of artists' practice within the market will be discussed. Complementing the theoretical affirmations of the survey section of the article, the tensions that have appeared within the world outlook are defined; i.e. those tensions that have arisen between those who were open to change and those who looked at such changes with distrust and prevented the renewal of the art management system. Placing emphasis upon the innovative creative potential that lies in the community/society of artists that is open to change, four stories of success are discussed. These four stories, or to be more precise, four strategies that differ in terms of the nature of the artists' power of decision are: creative activity as the education/upbringing of the public spirit of society (the creators of public platforms Nomeda and Gediminas Urbonai); creative practice as an educational service (Jurate Stauskaite, the founder of the first private art school); creation as objective self-management (Tadas Gutauskas who creates his works in public and private interiors, and public spaces); creative alternative as a demand of the market (Vladas Urbanavicius whose alternative plastic expression is marketable although it produces rare works of art within our environment such as contemporary applied sacral works, monuments, sculptures in our public spaces).
- Subjects
ARTISTS; DECORATIVE arts; FOLK art; ART metalwork; ENTREPRENEURSHIP; NEW business enterprises
- Publication
Acta Academiae Artium Vilnensis, 2008, Issue 50, p237
- ISSN
1392-0316
- Publication type
Article