This article explores the intersection of digital art, NFTs, and community governance through the lens of the furry fandom, a decentralized community of artists and enthusiasts. With the rise of NFTs, the ability to authenticate digital art and protect creators' work has become a critical concern. The study examines the resistance within the furry community to adopt NFTs, highlighting their reliance on community-based trust and governance over "trustless" blockchain systems. While some see potential in NFTs to safeguard intellectual property, many furries are skeptical, valuing social trust and ethics over commercialization. By studying the furry subculture's approach to art ownership and the challenges they face, the article poses larger questions about the future of NFTs and blockchain technology in creative spaces.
As technology continues to reshape the arts and entertainment landscape, our readers and listeners have shown a clear appetite for understanding these transformations. From AI's role in creative processes to the evolution of virtual reality and streaming, this year's most popular content reveals the questions on everyone's minds.
This article explores the rise of virtual production (VP) and its impact on contemporary filmmaking through the use of large-scale LED volumes that merge physical sets with real-time digital environments. Using high-profile productions such as The Mandalorian and 1899 as case studies, it examines how VP reshapes creative workflows across departments, redistributes labor rather than eliminating it, and demands new hybrid skill sets from designers, location managers, and technicians. The piece also addresses the role of labor unions and training programs in adapting to emerging technologies, alongside the economic challenges of scalability, access, and high upfront costs. Ultimately, the article positions virtual production as a transformative - yet uneven - evolution in the entertainment industry, emphasizing the need for equitable training and infrastructure as VP becomes a lasting mode of production.
This article explores how extended reality (XR) - including augmented, mixed, and virtual reality - is reshaping acting training by layering immersive technologies onto long-established methods like Stanislavski-based technique and the Method. Drawing on examples from Basrah to Juilliard and Odin Teatret, the piece shows how XR can deepen character work, expand dramaturgical research, and personalize feedback through data-driven simulations. At the same time, it raises urgent legal, ethical, and social questions around biometric data, FERPA and HIPAA protections, digital Blackface, and harassment in virtual spaces. Rather than treating XR as a magic solution, the article argues that thoughtful pedagogy, clear institutional policies, and equity-minded design are essential if these tools are to support - not replace - human-centered theatre education.
This article analyzes Ireland’s emerging position as a global cultural policy case study, focusing on the Basic Income for the Arts (BIA) program and its place within the national framework Culture 2025. While Ireland’s consensus-driven political system, strong arts advocacy networks, and history of support for artist income have enabled an ambitious, research-oriented basic income pilot, the article highlights deeper tensions within cultural policymaking. Drawing on Stephen Hadley’s concept of “cultural policy realism,” it argues that Ireland’s policies—despite their novelty—remain rooted in traditional, instrumentalist views of culture as an economic engine and national branding tool. By contrasting democratization of culture with cultural democracy, the piece situates Ireland’s model between innovation and reversion, emphasizing the need for sustained experimentation, critical evaluation, and more genuinely democratic approaches to cultural support.
According to statistics from Digitalbuzz, there are over 288 million monthly active users on Twitter, 60% of which access the social network from mobile.
Contributor Aoni Wang investigates some best practices for this growing platform by continuing her examination of the Met, Warhol, and Tate's social media strategies. Click here to read the full article.
In 2000 the Washington DC based Smithsonian American Museum of Art announced the creation of the New Media/New Century Award. The New Media/New Century Award became one of first projects to support new art created for the Web. The museum accepted proposals for original Web-based projects that explored the subject of American landscape, and how the new medium of Web art affected the American landscape as a subject.
Though the project is over 10 years old, it demonstrates the early and exceptional sensibility of the Smithsonian’s curators. They understood the growing relevance new media art and especially Web-art, and its impact not only on people’s everyday perceptions, but also on the art scene as a whole.
Per Moz.com Facebook had reached unprecedented levels of popularity, with “1.19 billion monthly active users”, and over 750 million monthly mobile users. These figures underscore why Facebook is such an important communication channel for arts organizations. However, different organizations will have different objectives when managing their Facebook pages. I covered some general best practices in my first research update, but channel specific best practices also exist. To demonstrate how tactics might differ between organizations, I will us three museums: The Met, the Warhol, and Tate to provide specific examples.
When talking about new media art, there is no single definition. According to a 2001 research study by the Rockefeller Foundation, media artworks can be defined according to nine common elements: fluidity, intangibility, liveness, variability, replicability, connectivity, interactivity, computability, and chance. New media art is a very general and broad category and includes many subcategories. Among these, net art, digital art and plurimedia art are the most common within the visual art field. Nevertheless, the meaning of new media is constantly evolving.
More than any other artistic discipline, musicians have had the fundamental business models of their art form changed through the advent of new technology. At the same time, and out of necessity, the music industry has adapted more rapidly to new technology than any other art form, embracing technological innovation when possible. In their search for more sustainable ways to produce, deliver and experience music, some of the most famous and research driven musicians are experimenting with one of the world’s most used technologic tools: the App.
Google Analytics dashboards help users efficiently review important metrics and dimensions, like traffic sources or social media shares, quickly generate reporting tools, and create data-friendly cultures through easy sharing and visually storytelling. Learn about how dashboards can not only help managers process website information, but also how they can effectively communicate that information to a broader audience.
Social media use has become nearly universal among arts organizations. A 2012 social media study conducted by Pew Research Center demonstrated just how widespread social media usage was, with Facebook and Twitter as the most popular platforms by far. What best practices exist for social media use, and is managing more platforms necessarily better?
With the development of crowd-funding programs through companies such as Kickstarter, Indiegogo, and Patreon, artists have many new ways to generate both funding and visibility. Arts and culture organizations have a harder time competing with individual artists on these platforms. In an effort to assist these organizations as they try to change the world, Google now offers its own crowd-funding platform for nonprofit organizations: Google’s One Today.
Every month, AMT Lab publishes a collection of recent arts management and technology news. This month, many articles focused on how the latest technologies, such as 3D printing, can be used to create art. Technology has had a profound impact on cultural industries, and as always we are deeply interested in following these trends.
In 2012, Dog & Pony DC, a small theatre company in Washington D.C., encouraged audiences to direct the plot of a show and influence characters using Twitter. In A Killing Game, audiences and actors stood side-by-side, immersing themselves in a collaborative artistic experience. In order to learn more about the company’s decision to utilize social media, and its approach to integrating the technology and management of its uses, AMT Lab’s Kristen Sorek West spoke to company director, Rachel Grossman.
In our technology-stuffed world, the difficulties faced by video artists seem paradoxical. Due to high up-front costs, and the difficulty of handling and selling digital technologies, established institutions such as art galleries and museums often shun their work. Artists may look at the entertainment industry as an alternative, but find themselves unfulfilled, as musicians typically come first in these sorts of collaborations.
In November 2012, NTEN and Idealware released the results of a survey studying nonprofit’s data use. Surprisingly, “outreach” data, or data relating to marketing, fundraising, and general communication activities, was commonly collected but infrequently used to inform future decisions. For instance, NTEN and Idealware discovered that 71% of those surveyed tracked the number of people on their mailing lists, yet only 23% used that data to inform spending and budgeting decisions.
In today’s culture, Google is seen as one of the most innovative technology companies in the world. From its search engine to the Android operating system, Google has permeated every aspect of our techno-centric lifestyles. Beyond the scope of their technological accomplishments, Google strives to help nonprofit organizations around the world by providing them with free online tools and access to grant monies. Follow the development of this research here.
Most articles on arts integration do not consider technology; however, it makes sense that they should. By introducing a technological component to arts integration efforts, educators can create an innovative environment where children prepare for the creative and multidisciplinary needs of their future.
Every month, AMTLab publishes a collection of recent news in the field of arts management and technology. After a summer hiatus, we’re back with a selection of articles showcasing some of the trends and highlights of September 2014. We’ve paid special attention to the heated discussion around net neutrality, how museums have integrated technology into their exhibits, and effective use of social media.
Hello readers!
As the new Chief Editor of AMT Lab, I wanted to take a minute to introduce myself. I’ve long inhabited the role so familiar to readers of our blog – that of the “accidental techie.” Whether in my personal or professional life, my enthusiasm for all things tech has given me ample experience solving both hardware and software issues, as well as a healthy appetite for tech news. Last year, AMT Lab allowed me to feed my dual passions of art and technology, and I’m honored and excited to be taking over as Chief Editor from the incredible Katherine Schouten.
Based on the results of our 2014 reader poll, I have worked with the staff to create our research areas for the year. From these frameworks and our current contributor’s areas of interest, we’ve settled on a diverse set of material to serve your needs. Over the next few months, contributors will research their specific area of interest and share their insights as they progress.
Throughout the process of selecting and implementing a grants management system (GMS), an arts organization must consider many factors in order to ensure positive results. These factors fall into four main categories: vendor interviews, data migration, integration, and training. All of equal importance, these categories must be weighed to find the optimum balance of system features and vendor characteristics.
Today we focus on the last two categories—integration and training. To read the first part of this two-part series, click here.
Throughout the process of selecting and implementing a grants management system (GMS), an arts organization must consider many factors in order to ensure positive results. These factors fall into four main categories: vendor interviews, data migration, integration, and training. All of equal importance, these categories must be weighed to find the optimum balance of system features and vendor characteristics.
Today we focus on the first two categories—vendor interviews and data migration.
