Reward systems in art
Wouter de Nooy
Erasmus University Rotterdam
The Netherlands
Sunbelt XXII, New Orleans, 2002
Overview
•
•
•
•
Reward systems and cultural production
Mobility and dynamic prestige
Results on the Dutch music industry
Conclusion
Sunbelt XXII, New Orleans, 2002
Standards and innovation
innovation
continuity and
variation
who grants the rewards
innovators
standard
rational
(autonomous)
bureaucrats
power or dogmatic continuity, little
variation
entrepreneurs (material)
and consumers (symbolic)
indeterminate
Sunbelt XXII, New Orleans, 2002
continuity, little
variation
Research design
economic profits art criticism
popular
music
literary
novels
poetry
high
weak
medium
strong
low
strong
Sunbelt XXII, New Orleans, 2002
Roles and recruitment
• Politicians: media exposure - continuity?
• Bureaucrats: acquired rights and
administrative classifications - continuity
& limited variation
• Entrepreneurs: hits & misses - little
continuity and variation
• Innovators: peer group control selections from selections
Sunbelt XXII, New Orleans, 2002
Dynamic prestige
prestige:
0.5
1.0
A
B
t
3
t +1
1
1
A
prestige:
0.7
(0.79)
Sunbelt XXII, New Orleans, 2002
7
B
0.89
(1.0)
Data
• 737 record albums of Dutch popular
music, 1976-1980
• type: debut, continuation, transition
• market position: transnational,
major/independent, other (small)
• previous hit success
• dynamic prestige in preceding year
• style specialization
Sunbelt XXII, New Orleans, 2002
HARDROCK
JAZZROCK
POP
R&B
LATIN
SOUL
JAZZ
BALLADS
FUNK
COUNTRY & WESTERN
CLASSIC
SINGER/SONGWRITER
ROCK
CABARET
COMMERCIAL POP
DUTCHPOP
PROGRESSIVE ROCK
BEAT
ROCK & ROLL
MOLUCCAS
SYMFONIC
ROCK
FOLK
COUNTRY
(ROCK)
BLUES
PROTEST SONG
BOOGIE WOOGIE
DUTCH HOEMPA
NATIONAL SONG
LIGHTMUSIC
DUTCH LANGUAGE
DANCE ORCHESTRA
RELIPOP
ROMANTIC
POPULAR
CARNIVAL HITS
TORCH SONG
CROON SONG
EASY LISTENING
SHANTEY
CHILD STARS
SURINAM
Sunbelt XXII, New Orleans, 2002
LOVE SONG
Musical styles
From progressive rock ...
… to Dutch popular.
Sunbelt XXII, New Orleans, 2002
Results: type of recruitment
• Dynamic prestige: prestige attracts
transitions in small business segment
• Style specialization: no effect
• Market position: largest firms have
more new acts and fewer transitions
• Previous hits: associated with transition
rather than continuation
Sunbelt XXII, New Orleans, 2002
Transition variables
•
•
•
•
•
market position: direction
ownership
previous hit success
dynamic prestige: direction
style: transition inside, between, or
outside the Dutch popular segment
Sunbelt XXII, New Orleans, 2002
Transition results
• Dynamic prestige is not a factor on its
own
• Style does not constrain transitions
• Market positions do not guide
transitions
• Joint ownership enhances the exchange
of acts without hits
Sunbelt XXII, New Orleans, 2002