Technology in the Performing Arts: A study on Organisational Identity and Change

Abstract

The purpose of this research is to analyse the effects that the implementation of new technologies can have in the performing arts. By conducting an instrumental case study of a contemporary dance company based in Copenhagen, the Danish Dance Theatre, we were able to get insights on how the employees understand the effects of Artificial Intelligence implementation on Organisational Identity and Organisational Change. By interviewing both administrative and artistic members of the Danish Dance Theatre, employed on a permanent basis, we were able to gather data on their understanding and their perceptions on Organisational Identity and Organisational Change. Our main findings outline that members identify the new Artistic Director as the initiator of the changes the company is currently facing. Therefore, participants do not consider echnology as the driver of change, but as part of the new artistic vision, having direct effects on the company’s Organisational Identity. In the context of Organisational Change, our findings evidence how change in the organisation was also driven by the change of leadership, leading to a necessity of redefinition of roles among the company to increase efficiency. Employees did not experience important changes in their tasks and routines due to the implementation of new technologies with the exception of the dancers. Due to the global pandemic the Centaur production had to stop in the middle of the creative process, making impossible for participants to predict future changes. Our findings highlight the difficulties the company is encountering in terms of knowledge management and knowledge loss. Additionally, the Artistic Director takes on the role of knowledge broker, with most of the information and knowledge passing on through his position. Our suggestions for the Danish Dance Theatre are based on the results obtained, considering the timely and monetary restrictions of the company.