MA “Arts & Cultural Entreprise” Central Saint Martins & HKU Space



MA Arts and Cultural Enterprise, University of the Arts London, Central Saint Martins, By Cesar Jung-Harada

Course Overview

MA Arts and Cultural Enterprise is the first-of-its-kind Master's programme offered in both London and Hong Kong by Central Saint Martins, a leading institute in arts and design education for 150 years under UAL, a world Top 2 university for art and design.  Acknowledging the need for multi-skilled individuals who can both generate ideas for original arts and cultural events, and provide leadership for the teams that realise them, the programme targets at graduates with some work experience who wish to challenge themselves by developing innovative approaches to arts management and cultural production.


The programme aims to equip you with the knowledge, cognitive and practical skills which will enable you to develop expertise as cultural producers within a fast-changing, globalised cultural economy.

It achieves this by establishing a framework of learning that will enable you to interrogate and understand cultural policies and governance, and through a pedagogy based on collaboration and peer-to-peer learning.

You will extend and expand your understanding of the value of culture and creative content within a business framework in today's multi-national cultural economy and how this varies across the globe.

Ultimately, the programme aims to enable you to step up to challenges in the next stage of your career within the creative industries, and to lead teams effectively, in order to realise ambitious creative and cultural events and projects across different media, platforms and countries.


  • This MA programme is offered by Central Saint Martins, a leading institute in arts and design education.
  • Moving away from a focus on practice or artefact, employability and enterprise are embedded within the programme. You will learn not only how to manage creativity, but also how to bring creativity to cultural and arts management. Alongside critical and creative thinking, you will acquire business skills, which are highly attractive to potential employers.
  • The programme offers you a valuable platform to expand your professional and intellectual network with peers and professionals in the arts and cultural sectors, particularly attractive to those who wish to take their careers to the next level or prepare a career shift into the related sectors.
  • You do not need to give up work or care duties in order to enrol on the programme. MA Arts and Cultural Enterprise is an innovative degree applying a blended learning approach, designed to enable you to pursue your studies whilst undertaking employment, by attending face-to-face and online classes taught by CSM faculty, supplemented by face to face/online seminars and workshops led by HKU SPACE academic staff.
  • You will have an access to global-local experiences from CSM faculty who are active in the field of arts management, and from local academics and industry practitioners in arts, cultural and creative sectors.
  • The programme is not bound by the walls of a classroom. We will draw upon our location in the heart of the city to attend arts and cultural events, and meet professionals working in the arts. Equally, you are encouraged to apply your learning to your own, individual, professional contexts and may choose to pursue a practice-based final project.

Unit I taught

Impact of culture on society

Cultural entrepreneurship as Corporate Social Responsibility (CSR), Social Return on Investment (SRoI), social capital and social innovation.

Social and ethical implications of cultural production

Relationship between culture and social impact in different contexts.

How can societal change be implemented through cultural production and practice

Overarching principles of social innovation and theories of socially-engaged practices

How cultural events and activities can support engagement with innovation and innovative practices.

Cultural labour, and the cultural worker itself – as both an inspired model for the flexible, late-capitalist worker, and a symbol of precarious labour and neoliberal ideals run awry.

Ethical considerations of cultural production, including the increasingly problematic role of companies involved in ethically contested areas of business, as key supporters of arts and culture.

The unit equips students with the skills necessary to create frameworks that support the potential of art and culture to implement social change, whilst also establishing a critically informed position on the role of art and culture in society.

Learning Outcome

MA Arts and Cultural Enterprise acknowledges that we are living in a fast-changing, globalised world, which presents a great number of opportunities and challenges for cultural innovation. This MA programme takes these changing conditions as a starting point to engage you in developing new knowledge and skills in order to manage cultural projects in Hong Kong, China, the UK and around the world. It has been developed specifically in response to an increasing need for multi-skilled individuals who can both generate the ideas for original arts and cultural events, and provide leadership for the teams that realise them. These individuals will be dynamic, responsive, fluent in public and private sectors, and have the ability to collaborate and develop networks.

The programme is aimed at graduates with some years of work experience who wish to challenge themselves by gaining a critical understanding of our world today as well as skills in the design, planning and production of creative events in the broadest sense. Focusing on the core capabilities of CSM, and its central role in the future of arts and other creative industries, it will offer you insights into aspects of cultural policy and governance, an introduction to business skills and processes, and strategic planning, which will equip you to shape creative futures. It will encourage radical thinking, based on creative research, analysis, and a deep understanding of the value of the cultural economy, and its role in creating cultural capital, to the wider economic, political and social environment in which it is located.

Schedule of Cesar’s Unit

  1. Week 1 Wednesday, 22 February 22:00– 23:30 (HKT) Introduction to Social Impact and Innovation Moodle C. Bonham-Carter
  2. Week 2 Saturday 4 March, 09:30-13:30 (HKT) Session 2: Social Innovation Admiralty | C. Jung-Harada
  3. Week 3 Wednesday 8 March, 22:00– 23:30 (HKT) Session 3: Industry Briefings Moodle C. Bonham-Carter
  4. Week 4 Friday 17 March 19:00 – 21:00 (HKT) Intensive Teaching Weekend Admiralty | C. Bonham Carter
    1. Saturday 18 March, 9:30 – 18:00 (HKT) Intensive Teaching Weekend Admiralty | C. Bonham Carter
    2. Sunday 19 March, 9:30 – 18:00 (HKT) Intensive Teaching Weekend | Admiralty | C. Bonham Carter
  5. Week 5 Wednesday, 22 March, 18:15- 23:30 (HKT)| Session 4: The Arts and Social Impact: Not for Profits, Moodle, C. Bonham-Carter
  6. Week 6
    1. Friday, 31 March 18:00-21:30 (HKT) Assignment Consultation, Admiralty C. Jung-Harada
    2. Saturday, 1 April 09:30-12:30 (HKT) 13:30-18:00 (HKT) Session 5: Group Presentation: Case Study, Admiralty (TBC) C. Jung-Harada
  7. Week 7 Wednesday, 5 April, 22:00– 23:30 (HKT) Session 6: The Ethics of Cultural Production Moodle C.Bonham-Carter
  8. Week 8: Markets: The Creative Economy, Wednesday,12 April, 22:00– 23:30 (HKT) Session 7: Cultural Labour, Moodle, C. Bonham-Carter
  9. Week 9: No scheduled sessions – independent learning
  10. Week 10: No scheduled sessions – independent learning


April 1  (25% of assessment)

  1. Case study of a real-world example social innovation, societal change

April 21 22:00 HKT (75% of assessment)

  1. 500 words individual critical reflection
  2. Project proposal An arts/cultural/creative initiative aimed at appealing to Company X’s CSR programme and/or social impact agenda. It should contain a summary, introduction, objectives, the scope of work, timetable, budget, and key personnel, all the while making it clear why the project is a match for company X’s priorities.
  3. Analyze models of social innovation and apply them to a self-initiated project proposal, and critically evaluate and reflect upon this proposal (MC Analysis);
  4. Develop a self-initiated project and select the most suitable mode of presentation for a professional audience (MC Personal and Professional Development);
  5. Engage in a group activity in a professional context, to present a case study applying models of social innovation (MC Collaborative and/or Independent Professional Working).

Presentation format: written report, a website that contains 1000 words)


Students in my unit

  1. Kestity Adyandini
  2. Wendy Chan
  3. Wing Yee Chan
  4. Kai Ying Cheng
  5. Pui Man Cheng
  6. Kai Fung Cheung
  7. Jehan Pei-Chung Chu
  8. Yan Lam Eunice Chung
  9. Shun Yan Fong
  10. Yik Kiu Fung
  11. Tak Yuen Fung
  12. Pui Sin Ho
  13. Yee Lin Elaine Ho
  14. Qiyue Hong
  15. Hing Wai Huang
  16. Ka Chun Hui
  17. Mun Kiu Justin Kan
  18. Hoi Yan Kei
  19. Kar Mun Charmaine Lau
  20. Ho Ki Lee
  21. Tat Sang Samues Leung
  22. Man Yue Joyce Li
  23. Wai Hong Lo
  24. Hiu Ying Ng
  25. Ka Yan Pak
  26. Shuk Yi Susanna Poon
  27. Francois Allan Roy
  28. Sabrina Hui Yan So
  29. Yi Tak Diana Wan
  30. Yan Man Joyce Wong
  31. Hang Nei Grace Wong
  32. Kwok Wai Wong
  33. Yuk Mui Mandy Yip
  34. Hiu Ching Yip
  35. Loretta Lok Chi Yuen

Activities in London

Unit 6 template London - Google Docs.pdf185.4KB