In the Arts Management window spanning 2000 to 2006, research converged on a market-policy-management nexus where audience development and service quality became central levers for nonprofit viability, linking relationship marketing, subscriber dynamics, and operational experience to sustainability. Economic appraisal and public funding shaped strategy, with macroeconomic framing and welfare arguments for support, alongside critical scrutiny of misrepresented benefits in economic impact studies. Policy design and governance across diverse contexts revealed paradoxes in contemporary cultural policy, while debates on subsidies, funding rationale, and policy alignment persisted. Education and professional development grew in importance, blending practice-based, artist-led insights with formal training to cultivate managerial competencies. The rise of creative industries and art-market interfaces foregrounded contracts and business models in cultural production, examining how artists, dealers, and governance structures navigate the creative economy.