Facilitating Public Access to the Arts: Applying the Motivation, Opportunity, and Ability Framework to the Case of the UK Royal Opera House

Hyunsun Catherine Yoon

Abstract


In recent years, arts organizations in the UK have faced challenging times due to severe funding cuts from government and depressed box office sales during the recession. In the UK’s current cultural policy, ‘social impacts’ of the arts are highly emphasized and state interventions are intensified both in terms of finance and legitimacy. What is necessary for arts organizations to produce social impacts is their active provision of ‘deliberate extra activities’, which are generally conducted in the form of education, community, participation or outreach programs. The Royal Opera House (ROH) case study provides an apt example of how to exercise these activities effectively to deliver social impacts. Based on Rothchild’s theoretical Motivation, Opportunity, and Ability (MOA) framework, this study aims to find out how the UK Royal Opera House stimulated motivation among arts audiences and facilitated opportunities for them, thereby allowed them to translate motivation into action. The results show that the ROH implemented several specific strategies: ‘interest triggerings,’ ‘value creation and transmission,’ relationship building and management,’ and education. These strategies can motivate potential arts consumers to be familiar with classic arts, which lowers psychological barriers and stimulates intrinsic motivation to satisfy long-lasting and self-sustaining cultural needs.  


Keywords


Arts Management, Motivation Opportunity Ability (MOA) framework, Public Relations, The Royal Opera House.

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DOI: http://dx.doi.org/10.18533/journal.v6i7.1218

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