This study examines how management, entrepreneurship, and innovation shape the business models of dance schools, highlighting the role of the artist manager, a professional who combines artistic creation, teaching, and administrative responsibilities. The research explores the value chain, administrative practices, strategic resources, and emergent strategies, showing how these dimensions influence organizational sustainability within the creative economy. Using a qualitative approach and conducting in-depth interviews with three managers from dance schools in Rio de Janeiro and São Paulo, the study identifies recurring challenges and opportunities for professionalization and differentiation. The findings contribute to the understanding of cultural management and offer insights for institutions seeking to strengthen their strategic positioning in the dance sector.