In my early "Processing Fads and Fashions: An Organization-Set Analysis of Cultural Industry Systems" (1972), the middle "throughput" phase, or most organizational aspect of cultural industries, was emphasized. In this depoliticized exploration of what Adorno (1991) had earlier characterized as the industrialization of high culture, and Powdermaker (1950) as Hollywood's "dream factory," I emphasized the key roles of gatekeeper and distributor organizations as critical in connecting the artist/creators to audience/consumers of mass, or "popular" culture (as it had more acceptingly come to be called). Altogether, this network of organizations--from creators (artists, musicians, actors, writers) and brokers (agents), through the cultural product's producers (publishers, studios), distributors (wholesalers, theaters), and media outlets--collectively constitutecultural industries. This article on industries producing "cultural products"--defined as " 'nonmaterial' goods directed at a public of consumers, for whom they generally serve an esthetic or expressive, rather than a clearly utilitarian function" (Hirsch 1972 p. 641)--appeared at the same time that organizational sociology's focus on what became known as the "production of culture" took off, and continued to flourish into the 1990s (Peterson 1994, Crane 1992).How has the study of cultural industries changed over the last generation? A simple answer is that the subject--the key role of distribution and the importance of organizational middlemen in the making and sale of popular culture--remains analytically the same. From actors, musicians, and writers; through studios, labels and publishers, to videocassettes, movie theaters, record stores, and booksellers (in stores or via the Internet)--cultural products flow. How this sequence is organized and traversed remains a fascinating forest of power plays and techniques, employed by role-occupants in the same positions as have existed since the advent of mass media. While this substantive field has changed little analytically, what we also see is a wondrous expansion in the disciplinary approaches being taken to examine the multitude of topics available for examination under the broad rubric and framing of the term, "cultural industries." Because I was a graduate student at the time (my roommate dared me to submit the "Processing..." paper to theAmerican Journal of Sociology), it is a great pleasure to find the concept has retained its value for other researchers since that time.In this article, I will (1) reexamine and discuss the original framing of the termcultural industries; (2) briefly review some of the more recent complementary perspectives which expand the possible arenas for studying this topic; and (3) append a short note on how the more recent inclusion ofnonprofit cultural products (e.g., symphonies, museums) in this framework poses interesting analytical questions and opportunities.
[1]
Thomas B. Lawrence,et al.
Understanding Cultural Industries
,
2002
.
[2]
Thomas R. Eisenmann,et al.
The Entrepreneurial M-Form: Strategic Integration in Global Media Firms
,
2000
.
[3]
Eric Abrahamson,et al.
Management Fashion: Lifecycles, Triggers, and Collective Learning Processes
,
1999
.
[4]
Thomas R. Eisenmann,et al.
The Entrepreneurial M-Form: A Case Study of Strategic Integration in a Global Media Company
,
1998
.
[5]
Richard Saundry.
The Limits of Flexibility: the Case of UK Television
,
1998
.
[6]
David J. Miller,et al.
The Resource-Based View of the Firm in Two Environments: The Hollywood Film Studios From 1936 to 1965
,
1996
.
[7]
Henrich R. Greve,et al.
Patterns of Competition: The Diffusion of a Market Position in Radio Broadcasting
,
1996
.
[8]
Richard A. Peterson,et al.
Measuring Industry Concentration, Diversity, and Innovation in Popular Music
,
1996
.
[9]
K. Starkey,et al.
The Emergence of Flexible Networks in the UK Television Industry
,
1994
.
[10]
Richard A. D'Aveni,et al.
Hypercompetition: Managing the Dynamics of Strategic Maneuvering
,
1994
.
[11]
N. Smelser,et al.
Handbook of Economic Sociology
,
1994
.
[12]
J. Robins,et al.
ORGANIZATION AS STRATEGY: RESTRUCTURING PRODUCTION IN THE FILM INDUSTRY
,
1993
.
[13]
The Organizational Underpinnings of Contemporary Media Conglomerates
,
1992
.
[14]
P. Hirsch.
Globalization of Mass Media Ownership
,
1992
.
[15]
R. Burnett.
The Implications of Ownership Changes on Concentration and Diversity in the Phonogram Industry
,
1992
.
[16]
Paul D. Lopes.
Innovation and Diversity in the Popular Music Industry, 1969 to 1990
,
1992
.
[17]
R. Eccles,et al.
Networks and Organizations: Structure, Form, and Action
,
1992
.
[18]
J. Barney.
Firm Resources and Sustained Competitive Advantage
,
1991
.
[19]
J. M. Bernstein,et al.
The culture industry : selected essays on mass culture
,
1991
.
[20]
Alan N. Hoffman,et al.
Performance of Commercial Television Stations as an Outcome of Interorganizational Linkages and Environmental Conditions
,
1987
.
[21]
P. Hirsch.
U.S. Cultural Productions: The Impact of Ownership
,
1985
.
[22]
N. Lin,et al.
Social structure and network analysis
,
1985
.
[23]
Mark S. Granovetter.
T H E S T R E N G T H O F WEAK TIES: A NETWORK THEORY REVISITED
,
1983
.
[24]
Raymond Williams.
The sociology of culture
,
1982
.
[25]
H. Powdermaker.
Hollywood, the dream factory
,
1979
.
[26]
J. Cawelti,et al.
Adventure, Mystery, and Romance
,
1976
.
[27]
R. Peterson,et al.
Cycles in Symbol Production: The Case of Popular Music
,
1975
.
[28]
P. Hirsch.
Processing Fads and Fashions: An Organization-Set Analysis of Cultural Industry Systems
,
1972,
American Journal of Sociology.