抄録
Since the initiation of the reform and opening-up policy, state-owned performing arts troupes have made certain progress in their ongoing reform process. However, they have also revealed some inherent problems such as power imbalances, suboptimal choices, and sluggish responses to institutional change. This paper introduces the concept of “inertia” from the field of chemistry to describe the state exhibited by these troupes in the process of systemic reform, representing an innovative attempt. It discusses the internal mechanism issues involved in the reform process of state-owned performing arts troupes, particularly the resistance to systemic reform and the trend of maintaining the existing organizational structure and operational mechanisms. This paper reveals the underlying causes of these inertia phenomena, such as the historical accumulation of bureaucratic culture, lack of market competition awareness, and insufficient internal incentive mechanisms. Through comparative analysis of reform cases of performing arts troupes both domestically and abroad, it proposes response strategies including optimizing power and responsibility allocation, strengthening internal supervision and incentive mechanisms, enhancing market competitiveness, and promoting the updating of management concepts. Introducing the concept of “inertia” provides a new theoretical framework and practical approach for the reform of state-owned performing arts troupes, aiming to enhance their adaptability and vitality, and improve artistic creativity and market competitiveness.
