Kim Goodwin
Biographic Data
| ID | 6736489 |
|---|---|
| NAME | Kim Goodwin |
| GIVEN NAMES | Kim |
| FAMILY NAME | Goodwin |
| SIGNATURE | GOODWIN K |
| AFFILIATIONS | The University of Melbourne |
| ORCID | 0000-0003-3229-8799 |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 0 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2004 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 0 |
Alive and well
Leadership in the arts is a priority for governments, professional bodies and organisations. Cultural policies and strategies highlight its importance, training programmes build leadership capability, and institutions recruit leaders believed essential for organisational success. Yet the sector has a predilection for outdated leadership ideas. The arts remain wedded to narrow, elite models that sustain a leadership ‘industry’ while failing to add…
Beyond the Audience
This article explores how stakeholder engagement is enacted and understood by practitioners in Australian arts organizations. Data from 12 interviews are analyzed using a stakeholder engagement framework grounded in business ethics and management research. The findings underscore the definitional ambiguity surrounding engagement, which impedes consistent interpretation and application. Although community and audience priorities are emphasized, th…
Arts employability and extracurricular communities of practice
Developing student employability is a key strategy within institutions of higher education, particularly for students in creative industries where labour market supply has outpaced employer demand. Existing literature shows that activities that promote communities of practice offer clear employability benefits for students. However, such activities are often centred within university curriculum or driven by career development units with limited s…
Leadership Reluctance in the Australian Arts and Cultural Sector
Academic approaches to arts and cultural leadership have focused predominantly on established leaders in the organizational context. Taking an alternative approach, this paper considers the identity development of emerging leaders within disciplinary-based communities. It argues that leadership is both socially constructed and not universally embraced, analyzing 41 interviews with Australian arts and cultural practitioners to demonstrate that eme…
Books
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Books
No abstract available
Leadership Reluctance in the Australian Arts and Cultural Sector
Academic approaches to arts and cultural leadership have focused predominantly on established leaders in the organizational context. Taking an alternative approach, this paper considers the identity development of emerging leaders within disciplinary-based communities. It argues that leadership is both socially constructed and not universally embraced, analyzing 41 interviews with Australian arts and cultural practitioners to demonstrate that eme…
Arts employability and extracurricular communities of practice
Developing student employability is a key strategy within institutions of higher education, particularly for students in creative industries where labour market supply has outpaced employer demand. Existing literature shows that activities that promote communities of practice offer clear employability benefits for students. However, such activities are often centred within university curriculum or driven by career development units with limited s…
Beyond the Audience
This article explores how stakeholder engagement is enacted and understood by practitioners in Australian arts organizations. Data from 12 interviews are analyzed using a stakeholder engagement framework grounded in business ethics and management research. The findings underscore the definitional ambiguity surrounding engagement, which impedes consistent interpretation and application. Although community and audience priorities are emphasized, th…
Alive and well
Leadership in the arts is a priority for governments, professional bodies and organisations. Cultural policies and strategies highlight its importance, training programmes build leadership capability, and institutions recruit leaders believed essential for organisational success. Yet the sector has a predilection for outdated leadership ideas. The arts remain wedded to narrow, elite models that sustain a leadership ‘industry’ while failing to add…
Cultural Industries and Urban Development (4 works) · The arts (4 works) · Management and Organizational Studies (3 works) · Political science (2 works) · Public relations (2 works) · Sociology (2 works) · Aesthetics (1 work) · Computer Science (1 work) · Creativity in Education and Neuroscience (1 work) · Cultural identity (1 work)