Week 1 Define, categorize, operationalize concepts
= about how to define, categorize and operationalize concepts. About PSS. About the need
of competition and categories for new entrants in order to be evaluated and gain legitimacy.
→ What is the need of well-defined categories in the creative industries?
Week 2 Competition or Market
= about competition (categories on which you will evaluate, competitive wars, value chain
envy) and markets. About Schumpeter’s hypothesis and the SCP-model.
→ What are the advantages and disadvantages of competition in the creative industries?
Week 3 Organization or Network
= about the incomplete contracts (due to PBO’s) in the creative industries. The definition of a
network and the advantages (exchange knowledge) and disadvantages (small-world
problem) of being in one.
→ Why do firms/organizations exist, including incomplete contracts? Why is a network not
enough?
Week 4 Strategy or Identity
= about different (seeding vs autonomy & laggard vs pacesetters & strategic vs economic
view) identities and the same strategies (isomorphism). And about the transaction cost
theory.
→ What are the advantages/disadvantages of the different identities/strategies? Are
strategies and identities linked?
Week 5 Innovation or Industry Life Cycle
= about new entry and innovation that will enter an industry life cycle. Different types of
innovation and the need of evaluations (via categories) to gain value.
→ When is something a valuable innovation and will enter a life cycle? Is there a paradox?
Week 6 Resource or Capability
= about the Resource Based View RBV (types of recourses and their effects on performance
via selection systems & prominence) and the Dynamic Capabilities Vies DCP (types of
capabilities and the problems of this view).
→ What are the advantages/disadvantages of RBV and DCV strategies? Why do some firms
outperform others?
, WEEK 1 Definitions, Categorization and Operationalization of concepts
Article 1 Suddaby
= defines what constructs are and how they can be clarified. We need clear constructs in
order to develop theories, facilitate communication, assist empirical analysis and enhance
creativity. On construct clarity.
Article 2 Kennedy
= about market formation and market categorization. New entrants can use press releases
to gain legitimacy by categorization. By mentioning your competition you gain legitimacy ->
n-shaped. The more innovative or new the market, the more you need to mentioning your
competition. Performativity. He defines three approaches on categorization.
Article 3 Baum
= comes with three processes that say something about the performance of new entrants
and prove that competition is needed to gain legitimacy by being evaluated. He sees
competition and organizations like animals -> n-shaped connection with performance.
Article 4 Kuijken, Gemser & Wijnberg
= about the product service system (PSS). How consumer perceptions on the added value
highly effects the performance of a firms PSS. Creating value by adding a PSS.
Article 5 Deresiewicz
= shows the differences between art in the past and art now. From a more depth way of
creating art to a more breath way. Link Mol, WIjnberg & Caroll: from horizontal > vertical.
LINK ON LEGITIMACY:
- Kennedy: you need to be seen as legitimate by you stakeholders and be known for
what you are. To achieve this you need to be categorized into a certain market.
- Baum: you need competition so people can compare you and evaluate you. No
competition or too many competition is bad -> n-shaped. Legitimacy increases with
the number of organizations, but so does competition – density dependence story. If
there is competition, this proves that you are doing something right.
- Glynn & Abzug (week 4): an organization’s name that is isomorphic with cultural
patterns will increase legitimacy. You can create legitimacy by using the same
highbrow models as your competition. Names can secure legitimacy. BUT you need
to be categorized, but too much homogenization will make it boring -> snob-effect.
- Suarez (week 5): a dominant design is needed to get legitimacy. Most of the time the
early entrants of a category fail, due to the missing dominant design. At the
beginning there is a lack of information and therefor legitimacy.
LINK ORGANIZATIONS ARE CATEGORIZED INTO A MARKET:
- Baum: when they are engaged in similar activities with similar patterns of resource
utilization.
- Kennedy: when you fit a pattern of associations that are found in public discourse.
- Kuijken, Gemser & Wijnberg wk 1: when you are a product/service/pss, it is
important how consumers categorize you, in order to evaluate the added value.
= about how to define, categorize and operationalize concepts. About PSS. About the need
of competition and categories for new entrants in order to be evaluated and gain legitimacy.
→ What is the need of well-defined categories in the creative industries?
Week 2 Competition or Market
= about competition (categories on which you will evaluate, competitive wars, value chain
envy) and markets. About Schumpeter’s hypothesis and the SCP-model.
→ What are the advantages and disadvantages of competition in the creative industries?
Week 3 Organization or Network
= about the incomplete contracts (due to PBO’s) in the creative industries. The definition of a
network and the advantages (exchange knowledge) and disadvantages (small-world
problem) of being in one.
→ Why do firms/organizations exist, including incomplete contracts? Why is a network not
enough?
Week 4 Strategy or Identity
= about different (seeding vs autonomy & laggard vs pacesetters & strategic vs economic
view) identities and the same strategies (isomorphism). And about the transaction cost
theory.
→ What are the advantages/disadvantages of the different identities/strategies? Are
strategies and identities linked?
Week 5 Innovation or Industry Life Cycle
= about new entry and innovation that will enter an industry life cycle. Different types of
innovation and the need of evaluations (via categories) to gain value.
→ When is something a valuable innovation and will enter a life cycle? Is there a paradox?
Week 6 Resource or Capability
= about the Resource Based View RBV (types of recourses and their effects on performance
via selection systems & prominence) and the Dynamic Capabilities Vies DCP (types of
capabilities and the problems of this view).
→ What are the advantages/disadvantages of RBV and DCV strategies? Why do some firms
outperform others?
, WEEK 1 Definitions, Categorization and Operationalization of concepts
Article 1 Suddaby
= defines what constructs are and how they can be clarified. We need clear constructs in
order to develop theories, facilitate communication, assist empirical analysis and enhance
creativity. On construct clarity.
Article 2 Kennedy
= about market formation and market categorization. New entrants can use press releases
to gain legitimacy by categorization. By mentioning your competition you gain legitimacy ->
n-shaped. The more innovative or new the market, the more you need to mentioning your
competition. Performativity. He defines three approaches on categorization.
Article 3 Baum
= comes with three processes that say something about the performance of new entrants
and prove that competition is needed to gain legitimacy by being evaluated. He sees
competition and organizations like animals -> n-shaped connection with performance.
Article 4 Kuijken, Gemser & Wijnberg
= about the product service system (PSS). How consumer perceptions on the added value
highly effects the performance of a firms PSS. Creating value by adding a PSS.
Article 5 Deresiewicz
= shows the differences between art in the past and art now. From a more depth way of
creating art to a more breath way. Link Mol, WIjnberg & Caroll: from horizontal > vertical.
LINK ON LEGITIMACY:
- Kennedy: you need to be seen as legitimate by you stakeholders and be known for
what you are. To achieve this you need to be categorized into a certain market.
- Baum: you need competition so people can compare you and evaluate you. No
competition or too many competition is bad -> n-shaped. Legitimacy increases with
the number of organizations, but so does competition – density dependence story. If
there is competition, this proves that you are doing something right.
- Glynn & Abzug (week 4): an organization’s name that is isomorphic with cultural
patterns will increase legitimacy. You can create legitimacy by using the same
highbrow models as your competition. Names can secure legitimacy. BUT you need
to be categorized, but too much homogenization will make it boring -> snob-effect.
- Suarez (week 5): a dominant design is needed to get legitimacy. Most of the time the
early entrants of a category fail, due to the missing dominant design. At the
beginning there is a lack of information and therefor legitimacy.
LINK ORGANIZATIONS ARE CATEGORIZED INTO A MARKET:
- Baum: when they are engaged in similar activities with similar patterns of resource
utilization.
- Kennedy: when you fit a pattern of associations that are found in public discourse.
- Kuijken, Gemser & Wijnberg wk 1: when you are a product/service/pss, it is
important how consumers categorize you, in order to evaluate the added value.
