Abstract:
This thesis presents the case study of the Italian cultural association Live Arts Cultures, founded in 2014 and based in the urban park of Forte Marghera on the mainland of Venice. As its name suggests, the association focuses on live arts and their contamination with everyday life. The association developed from two previous artistic groups and faced several challenges related to its management. It became part of the local artistic scene and established relationships with international cultural organisations.
The first chapter aims to illustrate the history and context of Live Arts Cultures. The encounter of the founders led them to work together and share their research with other fellow artists and the citizenry. The association took care of the building chosen as headquarters and maintained it open to everyone interested in experimenting with live arts.
Since Live Arts Cultures operates as a non-profit organisation, some considerations about the Third Sector follow in the second chapter. The Third Sector stands between the market and the State; its organisations constantly try to balance economic sustainability and efficiency and the social need to care about the community.
The third chapter finally applies the economic and sociological discourse to the case of Live Arts Cultures. How did the association comply with the requirements to become an acknowledged organisation in the Third Sector? Was it efficient? Did it maintain its social purpose?
