Based on thirty months of fieldwork in Boston, this book examines how three recently incorporated dance groups establish collective identity, define the roles of leadership, and reconcile private interests in social and economic advancement with the demands of funding from government, corporate, and private sectors. It shows how individuals and institutions negotiate in order to find a level of common ground in which an artistic enterprise can successfully proceed. Research focused on dancers who became entrepreneurs by forming corporations and obtaining funds to realize their artistic intentions. Described are differing strategies of the three companies as they try to survive: an egalitarian 'bottom up' strategy, a hierarchical 'top down' strategy, and a co-operative 'parallel processing' strategy. Each has merits and problems, which are illustrated by concrete examples. The ability to innovate as well as survive is considered, both in social and economic terms. The book will be of practical value to arts organizations and funding agencies as well as of interest to social scientists.