Several major aspects are defined and formulated whithin this field, such as theoretical forms for the Operas-as-Producing-Value, the Opera Organization Complex, the Artistic Value Indicator (AVA), the mathematic relation of theater dynamics (capacity etc.) with the number of productions / performances per season and with the season duration itself, and other critical aspects that concern the organisms and their leaders, which they are called to act in a modern and completely competitive environment, facing the challenge of efficiency.
↑Minoas Pytharoulakis(2005). Opera Management – Strategy, Knowledge, or Instinct?. Edition Orpheus
↑James G. (Jerry) Hunt, George Edward Stelluto, Robert Hooijberg (2004). Toward new-wave organization creativity: Beyond romance and analogy in the relationship between orchestra-conductor leadership and musician creativity. The Leadership Quarterly 15 145–162
↑Robert E. Quinn, Sue R. Faerman, Michael P. Thomson, Michael R. McGrath (2003). Becoming a Master Manager: A Competency Framework. Third Edition, John Wiley & Sons