NAVIGATING LAW AND LEADERSHIP IN INDIA’S VISUAL ARTS INDUSTRY: GOVERNANCE INTELLECTUAL PROPERTY AND INSTITUTIONAL STRATEGY

Anuj Kumar Sinha; Tridisha Bayan; Pinki Mehta; Jaspreet Kaur; Ruchika Kulshrestha; Kaveri Khound; Subin Thomas; Minakshi Middha

doi:10.29121/shodhkosh.v7.i1s.2026.7190

Authors

Dr. Anuj Kumar Sinha Assistant Professor, Amity Law School, Amity University Jharkhand, India
Dr. Tridisha Bayan Assam down town University, Assistant Professor, Commerce and Management
Pinki Mehta Assistant Professor, Amity Law School, Amity University Jharkhand, India
Dr. Jaspreet Kaur Associate Professor, University School of Business, Chandigarh University, Mohali-140413, Punjab, India
Ruchika Kulshrestha Assistant Professor, Institute of Business Management, GLA University, Mathura, India
Dr. Kaveri Khound Assistant Professor, Department of Economics, K.R. Mangalam University, Gurugram – 122103, Haryana, India
Subin Thomas Designation: Research Scholar, University: Alliance University, Bengaluru, India
Dr. Minakshi Middha Director, The Research Beacon, Mohali, Punjab, India

DOI:

https://doi.org/10.29121/shodhkosh.v7.i1s.2026.7190

Keywords:

Visual Arts Governance, Intellectual Property, Digital Provenance, Smart Contracts, NFTs, Cultural Policy, Institutional Leadership, Creative Economy

Abstract [English]

Digital transformation reconfigures the governance models of the Indian industry of visual arts between the regulation of intellectual property, institutional leadership, as well as blockchain-integrated property ownership models. Splintered enforcement, incomplete provenance recording, and participation in resale were historically limiting payments of artists and transparency in institutions. A multidimensional system of assessment of governance was created that would measure the socio-economic risk, compliance preparedness, provenance assurance, and sustainability exposure within the framework of museums, galleries, and digital space. Quantitative aggregation on the basis of scenarios of normalized indicators of governance led to the creation of composite governance scores of about 58 percent in museums, 58 percent in galleries, and 78 percent in digital platforms, reflecting a fully completed measurable efficiency in an automated royalty realization and programmable compliance platforms. Variability analysis revealed that the more digital governance is conducted, the more volatile the performance are likely to turn out to be, the uncertainty of the regulation, and the systemic risk involved. Findings analysis enables conclusions to be identified on the basis of an integrated governance paradigm to be discovered a synthesis via legal harmonization, establishment of institutional capacity, and sustainable digital compliance infrastructure. This would make the income of artists more stable in the long-term, enhance the transparency of provenance, and enhance cultural market sustainability and ethical stewardship. The manuscript contributes to the interdisciplinary forms of governance model which can be co-related to law, leadership and technology to design digitally transforming creative economies through evidence based cultural policy.

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