Abstract

Symphony orchestras operate with complex organizational structures and dynamics. Research in the performing arts has established a connection between artistic programming and audience development. This paper fills a gap in existing literature and argues that a direct correlation exists between a symphony’s organizational culture and artistic programming. Through an in-depth case study of the Eugene Symphony in Eugene, OR, this research determined that a strong organizational culture affects artistic processes and decision-making. Recommendations from this study discuss management strategies and techniques that can help create a positive organizational culture and navigate possible inherent tension within performing arts institutions. Implications are far-reaching and affect all performing arts organizations, not just symphony orchestras.