Social bricolage in the arts: Cheongna International City Culture Art Academy case

Social bricolage literature suggests how social entrepreneurs can survive in managing socially beneficial firms under scare resources (Di Domenico et al., 2010). This study applies six principles of social bricolage suggested by Di Domenico et al. (2010) to understand how Cheongna International City Culture Arts Academy has developed its path in resource-scarce arts management environments in Korea. We found: 1) making do was possible owing to direct control of the founder with deep understanding in the arts; 2) refusal to be constrained by limitation was made by using legal advantages for students who participate in the orchestra to attract more members; 3) improvisation was possible by establishing various affiliated groups that fit needs of residents; 4) social value creation was made by providing educational service to local students; 5) stakeholder participation was made by making networks with local governmental institutes; 6) persuasion was made to secure practice rooms.