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Increasingly, marketing activity is carried out within temporary organizations, whereby teams are assembled to complete a specific task within a predetermined time frame. Such organizations are uniquely suited to promoting various marketing outcomes but are not well understood. From a practical standpoint, their inherent characteristics create organizational challenges that, if not appropriately managed, can compromise performance. Drawing on agency theory and research on embedded ties, the authors conceptualize these challenges in terms of particular selection and enforcement problems. They identify three forms of temporary marketing organizations that vary in their selection and enforcement qualities. Next, the authors develop a conceptual framework that shows the selection and enforcement implications of a temporary organization’s task, timeline, and team composition. They also demonstrate that selection and enforcement mechanisms have portable qualities and can be “imported” to a given temporary organization, from either a prior temporary organization or a larger permanent one.

Prevalence of pelvic organ prolapse will increase with the aging of the population. Concerning the treatment of pelvic organ prolapse, transvaginal route is often preferred for elderly women. However few data are available concerning transvaginal mesh surgery in this population. The aim of this study was to compare efficiency and complications of transvaginal mesh surgery between women aged over 75 and younger women.A monocentric, retrospective study included all women who underwent anterior sacrospinous suspension with mesh for treatment of pelvic organ prolapse. The primary endpoint was anatomical success at the last follow-up, defined by a pelvic organ prolapse stage 0 or 1 of POP-Q classification. The secondary endpoints were rate of complications and urinary, colorectal and sexual functional results.We included 329 patients, 69 were under 75 years old and 260 were aged over 75. The median of follow-up was 12 months (IQR: 6). The rate of anatomical success was significantly higher in patients aged over 75: 92% versus 85% in younger patients (P=0.02). However this difference was no more significant in multivariate analysis after inclusion of confusions factors (P=0.82). The rate of perioperative complications was low and similar in the 2 groups even in multivariate analysis.Utero-vaginal suspension using bilateral vaginal anterior sacrospinous fixation with mesh seems to achieve at least similar results between women aged more than 75 years and younger women. There is no excess risk of complications in elderly women.4.

Organizational improvisation is increasingly recognized as a relevant area of management research. However, the cumulativeness of research on improvisation in organizations remains low. This paper organizes existing contributions on organizational improvisation within a new consolidating framework combining degrees (minor, bounded and structural) and levels (individual, interpersonal and organizational) of improvisation. The proposed degree/level framework allows for reviewing the existing literature on organizational improvisation in the management disciplines of strategy, organizational behaviour, organizational theory, innovation and marketing in a systematic manner. It also exposes potential areas for future research across management disciplines, research areas, organizational settings and industries, and beyond existing metaphors, most notably of jazz and improvisational theatre.

This article analyzes the effects of logic combination on cultural entrepreneurs' performance in both their original (artistic) and new (business) occupational communities. An analysis of the impact of the director-producer logic combination on artistic and commercial performance in French cinema confirms an asymmetry in outcomes: (1) although performance in the original artistic community is impaired by repeated logic combination (receiving fewer awards), (2) performance in the new business community benefits from logic combination (increased box office returns) as long as directors remain close to the boundary separating their original and new occupational communities.

This paper provides a comprehensive literature review of empirical studies of motion picture performance published from 1977 to 2006 inclusive in the following five disciplines of the social sciences: strategy, organization theory, marketing, cultural economics and sociology. It introduces a novel framework which organizes the various dimensions and explanatory factors of movie performance into five distinct categories and underscores their relationships. The paper, which uses this model as a roadmap for discussions of film success, serves two complementary purposes. First, it clarifies the current state of the literature, stresses core contributions and exposes limitations in existing research by emphasizing hitherto neglected independent explanatory factors, dependent dimensions and correlations between them. Second, it introduces five conceptual, methodological and empirical suggestions for further cinema performance research aimed at addressing these limitations and, accordingly, at providing better accounts of motion picture performance in view of the fast-changing conditions of cinema production, marketing and consumption.

Drawing on empirical data from the music industry, we test the effectiveness of intuition in aggregated model-manager predictions. Results demonstrate the value of expert intuition in ambiguous con...

We study the conditions that influence judgmental forecasting effectiveness when predicting demand in the context of fashion products. Human judgment is of practical importance in this setting. Our goal is to investigate what type of decision support, in particular historical and/or contextual predictors, should be provided to human forecasters to improve their ability to detect and exploit linear and nonlinear cue-criterion relationships in the task environment. Using a field experiment on new product forecasts in the music industry, our analysis reveals that when forecasters are concerned with predictive accuracy and only managerial judgments are employed, providing both types of decision support data is beneficial. However, if judgmental forecasts are combined with a statistical forecast, restricting the decision support provided to human judges to contextual anchors is beneficial. We identify two novel interactions demonstrating that the exploitation of nonlinearities is easiest for human judgment if contextual data are present but historical data are absent. Thus, if the role of human judgment is to detect these nonlinearities (and the linearities are taken care of by some statistical model with which judgments are combined), then a restriction of the decision support provided would make sense. Implications for the theory and practice of building decision support models are discussed.

PurposeThis article seeks to provide a theoretical framework for facilitating talent management decisions in the music industry.Design/methodology/approachStrategic decision‐making theory and the resource‐based view of strategy are used to identify the talent‐selection process as a core capability in the entertainment industry. Their original combination leads to the introduction of a framework aimed at facilitating the selection and development of core competencies and capabilities in music companies, and thus at increasing their likelihood of creating and sustaining a competitive advantage based on their artist selection processes.FindingsThe integration of both theories in the music sector leads to the need for the organisation's ability to “improvise” and develop “skilled decision makers”. The industry is identified as an atypical high velocity environment, in which incremental approaches may not be sufficient to adopt by managers, because artist investments usually represent long‐term commitments for the firm. Three different existing types of talent valuation techniques are identified, which can be facilitated by complementing resource‐based and decision‐making perspectives.Research limitations/implicationsThe paper does not discuss differences in the types of music organisations such as publishers, record companies, labels etc. Moreover, it focuses on popular music in general only. Empirical testing of the proposed findings is needed to further validate the capability framework.Practical implicationsThe framework provides a managerial guideline for implementing decision models in the music industry and increasing the success rate of artist selection.Originality/valueThe paper uses the specific context of the music industry to introduce a methodology of how organisational decision processes may eventually lead to a sustainable competitive advantage. It provides a starting point for linking resource‐based and strategic decision‐making theory, since it indicates how decision models should be developed from a core capability perspective.

This paper examines the influence of the complex interactions of the institutional environment, governance structures, and strategic assets on the creation and maintenance of the competitive advantages of leading firms. It introduces an original theoretical model combining the two complementary approaches of the new institutional economics (institutional environment and institutions of governance) with the resource-based view (strategic asset endowment of firms). This model is then used to investigate why French cinema gained and reinforced an initial competitive advantage over its U.S. counterpart from 1895 to 1914. Our findings show that a more favorable institutional environment explains the initial French advantage from 1895 to 1907. A culture of mutual forbearance between members of the elite combined with low levels of patent protection influenced the leading French cinema companies to concentrate on the creation of strategic assets such as supplies and studio facilities. Inside an environment of fi...

International audience; Do entrepreneurs construct new cognitive frameworks or adapt existing ones in unstable, transforming industry contexts, and what importance do existing mental models, in particular the value chain, take on for them? The official discourses, mission and vision statements of the 21 most visible online music ventures were analyzed using mixed methods to capture the representations of the digital music industry of the entrepreneurs at their helm. The managerial cognition of digital music entrepreneurs challenges all the dominant logics and industry recipes of the traditional music industry and encounters no cognitive barriers. The cognitive frame of the value chain remains prevalent however in the representations of digital music entrepreneurs, and restrains them from embracing the specificities of the creative industries.

International audience