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Cultural Industries > 2- Organizational Design > Flashcards

2- Organizational Design Flashcards

1
Q

what are the five tensions that managers must navigate?

A
  1. artistic vs. entertainment value
  2. product differentiation vs. market innovation
  3. demand analysis vs. market construction
  4. vertical integration vs. flexible specialization
  5. individual inspiration vs. creative systems
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2
Q

Artistic VS. Entertainment Value:

A

Artistic Value: Focus on preserving the intrinsic value of art, valuing creativity and artistic expression.

Entertainment Value: Emphasize economic value through mass production and commercial appeal.

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3
Q

Product Differentiation VS. Market Innovation:

A

Product Differentiation: Concentrate on creating unique artistic products, emphasizing creativity and originality

Market Innovation: Prioritize familiarity in artistic products, catering to established market demands.

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4
Q

Demand Analysis VS. Market Construction:

A

Demand Analysis: Analyze consumer tastes and preferences to shape artistic products and offerings.

Market Construction: Influence and shape consumer tastes through innovative creations, driving market demand.

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5
Q

Vertical Integration VS. Flexible Specialization:

A

Vertical Integration: Large in-house production and distribution, offering control over the entire process but potentially limiting creativity.

Flexible Specialization: Utilize a network of small producers and outsourcing, enabling flexibility but potentially reducing control.

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6
Q

Individual Inspiration VS. Creative Systems:

A

Individual Inspiration: Acknowledge the role of individual creative geniuses but recognize the need for collaboration in other functions.

Creative Systems: Emphasize the collective effort, acknowledging the collaborative nature of creativity in producing and selling artistic products.

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7
Q

implications of these five tensions

A
  1. identify the most important tensiosn in the context (considering the nature of the industry, target audience, and artistic goals)
  2. employ strategies to baalnce these tensions
  3. consider the implications of this for production, marketing, and distribution
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8
Q

define the Resource based view of the firm

A

a company’s internal resources and capabilities are crucial for gaining and sustaining a competitive advantage

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9
Q

what are components of the resource based view of the firm. (explain)

A
  1. internal resources
  2. capabilities
  3. dynamic capabilities
  4. competitive advantage
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10
Q

explain internal resources in resource based view of firm

A

value of a firms assets like a skilled workforce, technologies, and patents

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11
Q

explain capabilities in resource based view of firm

A

firms ability to leverage its resources effectively
- coordination mechanisms, strategic management practices

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12
Q

explain dynamic capabilities in resource based view of firm

A

firms should be able to adjust their strategies and rsources in response to market changes and trends

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13
Q

explain competitive advantage in resource based view of firm

A

firms resources are valuable, rare, and not easily substituted

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14
Q

define mobilizing capabilities

A

a company’s ability to effectively utilize and deploy its internal resources and skills to adapt to changing market demands

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15
Q

is this hypothesis confirmed acc to capabilities in motion: H1: mobilizing capabilities contribute to the commercial success of movies.

A

CONFIRMED!

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16
Q

is this hypotheiss confirmed: transforming capabilities contribute to the commercial success of movies.

A

CONFIRMED

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17
Q

how was capability -> mobilization before the studio era?

A

all the production was carried in house, you can use the best of what you have in house. There’s no flexibility, but more control.

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18
Q

how was capability -> mobilization in the post studio era

A

studio is only responsible for the financing, and distribution. The production is outsourced (actors, directors, producers) from outside.
Therefore, in the post studio era mobilizing capabilities became more important, because you need to attract the best resources.

19
Q

how did the adoption of new organizational forms effect the importance of MOBILIZING capabilities for the success of movies?

A

the adoption of new organizational forms made mobilizing capabilities mroe important.

20
Q

how did the adoption of new organizational forms effect the importance of TRANSFORMATIONAL capabilities

A

the adoption of new organizational forms made transformational capabilities less important.

21
Q

WHY? the adoption of new organizational forms made transformational capabilities less important.

A

When companies adopted new organizational structures, they made internal processes more efficient. As a result, there was less need for significant internal changes. The focus shifted to improving existing methods instead of constant major transformations, reducing the importance of transformational capabilities.

22
Q

WHY? the adoption of new organizational forms made mobilizing capabilities mroe important.

A

With specific structures in place, companies needed to mobilize their existing assets effectively to fit into the established framework.

23
Q

hierarchy- vertical integration (UK TV industry)

A

all supply chains are controlled within the company with a clear powe structure

24
Q

asses hierarchy (UK TV industry)

A
  • assured level of quality
  • high cost and low flexibility
25
Q

market (UK TV Industry)

A

you do a transaction for every project

26
Q

assess market (UK TV Industry)

A

cost reduction and flexibility
no quality assurance

27
Q

network (UK TV industry)

A

based on formal ties that you utilize

28
Q

assess network (UK TV)

A

predictable cost, quality assurance, recapitalize on past success
offers stability
different people need to learn to work together

29
Q

latent organization (UK TV)

A

bind together configurations of key individual professionals in ongoing relationships that become active when there are new projects.

Come to exist when a central broker constitutes the same creatively unique set of agents on a recurring basis.

30
Q

assess latent organization (UK TV)

A

Predictable cost, quality assurance, recapitalizes on past success, and offers stability to on and off screen talent.

31
Q

compare network and latent organization

A

networks: relationships are constantly redefined, the resource base is a web of agents in isolated projects, the knowledge base is individual and transitory for the project, offers cost effectiveness through flexibility.

latent organization: relationships are enduring, the resource base is a constant reconfiguration of the same members, has a trackrecord of working together as quality guarantee

32
Q

results of the 1990 broadcasting act

A

BBC and ITV must source at least 25% from independent program makers
Chanel 4 and 5 utilized independent actors and increased flexibility, efficiency, and competitiveness

33
Q

organizational structure of BBC and ITV

A

They had vertical integration. They did the script writing, production, and publishing themselves, and outsourced broadcasting.

34
Q

what do brokers do?

A

Brokers “connect the ‘‘programme buyers’’ to the ‘‘programme sellers’’ within the
context of an amalgamation and supply network

34
Q

what do programme buyers do?

A

work for the publisher broadcaster -> responsibility for buying in programme product

35
Q

what do sellers do?

A

work for the independent programme maker. They promote their company’s ideas and respond to broadcast tender, and engage in negotiations.

36
Q

what are some new trends in the UK TV industry

A

network or flexible organizations
- they’re more fragmented, less hierarchical, and elss bureaucratic.
- they offer flexible employment, diversified contracts, and made the industry more competitive and individualized.
->More reliance on social networks to gain a personal advantage

37
Q

what’s social capital?

A

resources made available to an individual or group as a result of belonging to a network.

38
Q

what are the key factors in networks

A

structure of the network
strength of ties

39
Q

define open network & consequences

A

in open networks you don’t know everyone (you know someone who knows someone)
- competition, individualistic

40
Q

define closed network & consequences

A

everyone knows eachother
- sense of belonging, trust, exclusion, obligations

41
Q

why are weak ties good?

A

weak ties introduce diversity into professionals’ networks. They act as bridges to different social circles, enabling the flow of fresh ideas, diverse perspectives

42
Q

should we distinguish ope and closed r.ships?

A

Attempts to categorize networks into rigid open or closed structures prove challenging

Cultural Industries (6 decks)

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