Challenges of Project Management in the Romanian Cultural Sector: An Exploratory Study

Managing cultural projects has become increasingly complex in the context of the growing projectification of the cultural sector, the pressure generated by limited financial resources, and the rapid changes associated with digital transformation. While project management practices are widely discussed in business and public administration, fewer studies focus specifically on the realities faced by project managers operating within cultural organizations. Despite the growing body of literature on projectification, leadership, and innovation in cultural organizations, empirical evidence is limited on how these dynamics interact in the Romanian cultural sector. This study addresses this gap by exploring the experiences of professionals involved in managing cultural projects in Romania. The study investigates four interconnected dimensions: the challenges encountered during project implementation, the lessons learned through project experience, the organizational adoption of acquired knowledge, and the role of projects in generating innovation. This paper explores the main challenges cultural project managers face in Romania and examines the extent to which cultural projects contribute to organizational learning and innovation. The research is based on an exploratory approach, using in-depth interviews with nine professionals involved in managing cultural projects across different fields. The interviews investigated the most difficult projects respondents managed, the lessons learned during implementation, the organizational adoption of acquired knowledge, the role of innovation generated by projects, and the main opportunities and challenges affecting the Romanian cultural sector. The findings indicate that funding remains the most significant challenge faced by cultural project managers, followed by difficulties with human resource quality, bureaucratic constraints, institutional rigidity, and the ongoing need to adapt to changing audience expectations. The results also show that projects serve as important mechanisms for experimentation and innovation, particularly in audience development, digital communication, and organizational practices. However, the institutionalization of lessons learned and innovative practices remains inconsistent across organizations. The study contributes to the growing literature on cultural project management by providing empirical evidence from the Romanian cultural sector and highlighting the importance of leadership, organizational learning, and adaptive management in project-based cultural environments. The findings contribute to both the academic literature and managerial practice by providing insights into the specific conditions under which Romanian cultural organizations operate.