Small arts organizations (SAOs) have not been studied in the field of cultural policy and arts administration, despite their purported importance. This dissertation is intended to identify ways to support the creative vitality of SAOs. To that end, it examines the dynamic ecology of SAOs, highlighting their significant role in the arts world. It explores SAOs’ relationships particularly by looking at their entrepreneurial practices, use of IT, and their support systems.

Conducting extensive personal communications with various agents involved with SAOs, this study incorporates Multiple Case Narratives on selected SAOs in Columbus, Ohio and cross-references them with an in-depth case study on a local small theatre. The findings indicate that SAOs’ entrepreneurial practices and their effective use of technology are crucial for stabilizing the balance between their mission and money, thus enhancing their creative vitality. Finally, implications are discussed, and recommendations are made to create cultural policy that is custom tailored for SAOs.