Abstract
This chapter questions whether many of the intercultural collaboration and exchange programmes that seek to enable dialogue and mutual understanding across cultures frequently perpetuate assumptions and maintain inequitable relationships between partners. Using examples from the personal experiences of their work on international collaborative arts programmes, the authors discuss how the ripple effects of cultural diplomacy and international development funding, while crucial to the sector, can reinforce dominant practices affecting both the structural elements of India-UK collaborative arts programming—allocation of resources, leadership and delivery—as well as the creative content. The chapter also considers whether cultural practitioners can work within, navigate and benefit from initiatives and opportunities in these fields whilst challenging international power dynamics and colonial hierarchies.
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Jhunjhunwala, R., Walker, A. (2020). Challenging Assumptions in Intercultural Collaborations: Perspectives from India and the UK. In: Durrer, V., Henze, R. (eds) Managing Culture. Sociology of the Arts. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-24646-4_7
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DOI: https://doi.org/10.1007/978-3-030-24646-4_7
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