The creative and cultural industries are a dynamic and rapidly expanding field of enterprise. Yet all too often the dominant narrative about arts organisations is one of crisis and closure. This collection seeks to challenge that narrative through pursuing a focus on organisational success in the management of creative and cultural organizations.

Introduction: In defence of good management in the arts, David Stevenson. 1. Feeding tomorrow: The Case of the Cincinnati Symphony Orchestra, Cincinnati, USA, Travis Newton. 2. Taking charge of change: The Case of Sangre de Cristo Arts and Conference Center, Colorado, USA, Constance DeVereaux & Jim Richerson. 3. That's all very well in practice, but what about the theory? The Case of Glasgow Life, Glasgow, Scotland, Mark O'Neill & Robert Rogerson. 4. Purpose, place, people and passion: The Case of the Lammermuir Festival, East Lothian, Scotland, David Stevenson. 5. Breaking ground without breaking stride: The Case of Mesa Arts Center and Kauffman Center for the Performing Arts, Mesa and Kansas City, USA, Patrick Donnelly. 6. Contingency and context in strategic planning for success: The Case of Northern Ireland Opera, Belfast, Northern Ireland, Steven Hadley. 7. Attractiveness through mystique: The Case of The Culture Yard, Helsingør, Denmark, Konstantinos Karatzias & Katja Lindqvist. 8. Global PR that works: The Case of the State Hermitage Museum, Saint Petersburg, Russia, Natalia Grincheva. 9. Episodic volunteer management at festivals: The case of Valletta Film Festival, Valetta, Malta, Lesley-Ann Dickson