Simon McVeigh
Goldsmiths, University of London
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Featured researches published by Simon McVeigh.
Proceedings of the 1st International Workshop on Digital Libraries for Musicology | 2014
Alan Dix; Rachel Cowgill; Christina Bashford; Simon McVeigh; Rupert Ridgewell
The transformative promise of the digital humanities is not without problems. This paper looks at digital archive curation using a database of 19th-century London concerts as a case study. We examine some of the barriers faced in its development, related to expertise, volume and complexity, the gap between cost and benefit, and the desire for an authoritative and complete dataset that forces a particular linear process of curation. We explore the potential for more radical approaches where curation and use are interleaved, and where digitally maintained provenance allows professional judgement to be applied to incomplete, crowdsourced, or automatically processed data.
Journal of the Royal Musical Association | 2013
Simon McVeigh
ABSTRACT The early history of the London Symphony Orchestra and its association with Richter and Elgar have been well documented, yet there is much still to be learnt about the 1904 break with the autocratic Henry Wood and about the artistic and commercial decisions facing the new self-governing orchestra. From the start, the LSO confidently allied itself with international standards and cosmopolitan repertoire, and a roster of celebrated conductors to match. But financial security was less easily gained. Detailed analysis of the finances of the prestigious subscription series shows initial eclecticism giving way to concentration on the Austro-German canon in reaction to commercial and social pressures. British music came in and out of focus, despite the nationalistic mood of the time, and the analysis places in sharp relief the successes and failures of the link with Elgar. Furthermore, in an extraordinary sacrifice of self-interest, the freelance members decided to renounce normal fees for the subscription series in order to gain lucrative engagements elsewhere: thus the orchestra acted more as an agency than as a stable business proposition. Nevertheless, the innovative governance structure, underpinning a combination of resolute management, entrepreneurial energy and communal decision-making, eventually proved a viable and sustainable model that has remained influential up to this day.
Archive | 1993
Simon McVeigh
Archive | 2004
Susan Wollenberg; Simon McVeigh
advanced visual interfaces | 2016
Alan Dix; Rachel Cowgill; Christina Bashford; Simon McVeigh; Rupert Ridgewell
The Royal Musical Association Research Chronicle | 1989
Simon McVeigh
Archive | 1989
Simon McVeigh
Journal of Modern European History | 2007
Simon McVeigh
Archive | 2014
Simon McVeigh
Archive | 2012
Simon McVeigh