Organizational governance in music: how linear models influence outcomes and success metrics

Abstract

This study critically examines the relationship between organizational governance and performance in the music industry, with particular emphasis on the limitations of linear models widely adopted in the literature. The research follows a qualitative and exploratory approach, based on a critical integrative literature review of studies published between 2015 and 2025 in recognized academic databases. The findings indicate that, although models grounded in regression analysis and structural equation modeling contribute to performance measurement and comparability, they are insufficient to capture the relational, symbolic, and dynamic complexity of music organizations. In contrast, evidence from qualitative studies shows that performance emerges from interactive processes, shared values, and socially constructed dynamics that transcend linear causality. The study concludes that the predominance of linear models reflects their alignment with managerial practices of control rather than their explanatory power, highlighting the need for analytical frameworks that better accommodate the complexity of creative industries.