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The Artful Manager seeks a new set of metaphors for the administrative leaders of arts and culture. There is a need for business thinking, to be sure, with an intensity and deftness we have only begun to understand. But there is also an energy beyond money and markets that the artful manager must channel. What if, in the end, the arts organization is not a problem to be managed, but an instrument to be played?

African Arts is devoted to the study and discussion of traditional, contemporary, and popular African arts and expressive cultures. Since 1967, African Arts readers have enjoyed high-quality visual depictions, cutting-edge explorations of theory and practice, and critical dialogue. Each issue features a core of peer-reviewed scholarly articles concerning the world's second largest continent and its diasporas, and provides a host of resources - book and museum exhibition reviews, exhibition previews, features on collections, artist portfolios, dialogue and editorial columns. The journal promotes investigation of the connections between the arts and anthropology, history, language, literature, politics, religion, and sociology.