Mapping a Resource-Based Management Model for Contemporary Artist Studios: The Studio Arkiv Case in Bandung

Abstract

The creative economy has become a strategic pillar of national growth, yet the management of contemporary artists' studios remains under-examined in Indonesian visual-art scholarship, which tends to privilege works, exhibitions, and markets over the organisation of studio resources. This article maps and analyses resource management at Studio Arkiv, a contemporary artist studio embedded in the visual-art, design, and creative-industry ecosystem of Bandung, in order to identify its strategically valuable resources and to formulate a transferable resource-management model. Adopting a qualitative case-study design framed by the Resource-Based View (RBV), the study draws on in-depth interviews with the artist-owner, organisational and asset documents, programme and partner records, and field observation, analysed through resource mapping and the valuable, rare, inimitable, and organised (VRIO) criteria. The findings show that studio resource management is constructed from the interaction among facilities, human resources, artistic identity, collaboration networks, production, and sustainability. The most strategic resources are intangible—visual identity, reputation, networks, archives, and copyright—activated through diversified programmes, while physical facilities and human resources function as enabling infrastructure. These elements are synthesised into a five-layer model comprising core artistic, operational, human-resource, network, and resource-activation layers. By positioning the artist's studio as a managerial unit of analysis grounded in the RBV, the study contributes to arts management, artist-studio development, and resource-based strategies for strengthening the creative ecosystem.