Controlling as an Essential Tool in Theatre Performance Management: A Key to Successful Theatre Business

Abstract

Theatre organizations face heightened challenges in the digital era as new media and online entertainment disrupt traditional audiences. This study examines the role of controlling – a core management function focused on monitoring and corrective action – in enhancing performance management for successful theatre business operations. Adopting a conceptual research approach grounded in Decision Science Theory, the paper draws on existing literature and theory rather than new empirical data. Decision Science Theory, which centres on systematic decision-making processes, provides a framework to understand how theatre managers plan, identify problems, evaluate alternatives, and make optimal choices. Through an integrative literature review, the study finds that effective controlling is closely linked with performance management: when managers set clear standards, continuously evaluate performance against goals, and implement timely corrective measures, theatre organizations achieve higher efficiency and effectiveness. Performance management in this context involves strategic goal-setting, continuous feedback, staff development, evaluation, and rewards aligned with organizational objectives. The discussion highlights that combining robust controlling practices with proactive performance management can help theatre managers adapt to changing conditions and improve overall productivity. The paper concludes that controlling is an indispensable tool for theatre managers, enabling better decision-making and sustained success. It recommends that theatre management professionals and scholars give greater attention to developing controlling competencies and frameworks as part of performance management, thereby strengthening the industry’s capacity to thrive amid contemporary challenges.