The impacts of cultural event on networking: Liverpool’s cultural sector in the aftermath of 2008

Figures & data

Table 1. Sampled cultural organisations (N = 42).

Type of organisation	n	(%)	Number of employees	n	(%)
Liverpool Arts Regeneration Consortium (LARC)	6	(14)	29 or fewer	8	(19)
			30–49	21	(50)
Small and Medium Arts Collective (SMAC)	36	(86)	50 or more	13	(31)
			Age of organisation (years)	n	(%)
			10 or younger	12	(29)
			11–20	23	(55)
			21 or more	7	(17)

Table 2. Types of network (N = 42).

	Locally	Nationally	Internationally	Average
Intra-sectoral	39	16	5	20
Inter-sectoral	35	20	5	20
Links with public sector	37	16	0	18
Links with private sector	33	18	2	18
Average	36	18	3

Table 3. Networks within the cultural sector (N = 42).

The ways of collaboration	n	The effects of collaboration	n
Accelerate existing development	32	Links with individual artists	22
Make the relationships more solid	25	Opportunities for national collaboration	17
Add value to existing trends	15	Information sharing	15
New collaboration in the culture sector	11	Host joint exhibitions	11
		Work with new art forms	10
		Opportunities for international collaboration	6

Note: n = the number of aggregate responses.

Table 4. Interactions with the public and private sectors (N = 42).

Links with the public sector	n	Links with the private sector	n
Exposure to potential opportunities	25	Attract sponsorship/investment	22
Additional programme/project funding	21	Improve the quality of cultural offers	17
Increase in public sector liaison/contract	18	Provide new idea	11
		Introduce entrepreneurial spirit	6

Note: n = the number of aggregate responses.

Table 5. Effects on organisational learning (N = 42).

Innovation	n	Skills	n
Bring new knowledge/ideas	16	Project planning skills	23
Innovative ways of arts production	9	Deliver more than just one-off programmes	32
Understand/work with new art forms	7	Increased professionalism	17
		Launch new events	13
		Work with larger organisation	13
		Enhanced negotiation/communication skills	9

Note: n = the number of aggregate responses.

Table 6. Effects on organisational aspiration (N = 42).

Profile	n	Credibility	n
Change of external perceptions of Liverpool	31	Growing client base	21
Better known in the region/nationally	22	Reaching new target groups	17
Improved press coverage	17	People’s attitudes towards their work	5
Increased international profile	8
Morale	n		n
Improving staff morale	27	Changing attitudes towards the organisation	13
Increased enthusiasm	23	Sense of expectation	7

Note: n = the number of aggregate responses.

Table 7. Leadership and social capital (N = 42).

Positive aspects	n	Negative aspects	n
Collective approach in programming/management	23	Excluded from the allocation of funding	11
		Use of external contractors	8
Accelerate the decision-making process	17	Lack of transparency/communication	7
Greater involvement of cultural sector	15	Limited impact on innovation	3

Note: n = the number of aggregate responses.