Search

This paper proposes a role theoretic approach of inter-organizational collaboration in cultural industries. Complementing traditional resource-based arguments with identity considerations, we explore how the separation or consolidation of production and distribution roles affects the visibility and quality ratings of cultural products. We contend that roles primarily serve two functions in cultural industries. First, they grant access to resources. When roles are separated, each organization can access specialized resources and use them to target a different audience. Thus, products resulting from role separation are more visible than those launched by integrated creative producers or integrated distributors. Second, roles provide a basis for social categorization, and determine the criteria used by audience members to evaluate products. Role consolidation provides unambiguous evaluation cues, whereas role separation engenders ambiguous identity expectations. Thus, products resulting from role consolidation are characterized by higher ratings. We test our hypotheses using a novel dataset of video games launched globally between 1980 and 2011. We complement these results with field interviews, drawing implications for the division of labor in cultural industries in the digital era. [ABSTRACT FROM AUTHOR]

Complementing the traditional supply side approach of current research, this study explores the influence of vertical specialization on product performance from a distinctive audience standpoint. Specifically, we argue that vertical specialization is a double-edged sword. On the one hand, it is likely to be beneficial for product visibility because products that are created and commercialized by different organizations are likely to attract both upstream, "creativity oriented" and downstream market oriented audiences. On the other hand, it may lead to lower product quality and higher variance in product quality. Products jointly created and commercialized by vertically specialized organizations are in fact more difficult to assess and less likely to concurrently meet the expectations of the distinct audiences they attract. Findings from a study in the video game industry between 1980 and 2011 provide strong support for our hypotheses. Additional evidence concerning the relevance of both product visibility and product quality on product commercial performance are discussed. [ABSTRACT FROM AUTHOR]