The motion picture industry has provided a fruitful research domain for scholars in marketing and other disciplines. The industry has a high economic importance and is appealing to researchers because it offers both rich data that cover the entire product lifecycle for a large number of new products and because it provides many unsolved 'puzzles'. Although the amount of scholarly research in this area is rapidly growing, its impact on practice has not been as significant as in other industries (e.g., consumer packaged goods). In this article, we discuss critical practical issues for the motion picture industry, review existing knowledge on those issues, and outline promising research directions. Our review is organized around the three key stages in the value chain for theatrical motion pictures: production, distribution, and exhibition. Focusing on what we believe are critical managerial issues, we propose various conjectures, framed either as research challenges or specific research hypotheses, related to each stage in the value chain and often involved understanding consumer movie-going behavior.

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The integration of marketing and R&D is a major concern for companies that want to improve their new product performance (NPP). In order to integrate, companies are using mechanisms such as physical proximity, cross-functional teams, and job rotation. This study examines the relative effectiveness of these mechanisms by developing a model that distinguishes between indirect effects of mechanisms on NPP (i.e., through a higher level of integration) and direct effects. The model is tested with data collected from 148 pharmaceutical companies. By simultaneously studying a broad range of integrating mechanisms, we found that housing marketing and R&D closer to each other and using an influential cross-functional phase review board are highly effective mechanisms to increase integration. Using information and communication technology (ICT) more intensively, having equal remuneration and career opportunities for marketing and R&D and using more cross functional teams are also effective in producing more integration, although to a somewhat lesser extent. The effectiveness of personnel movement and informal social group events is rather low. Interestingly, ICT appears to be a very effective tool for enhancing NPP. ICT not only fosters integration, but in addition it has an independent direct positive effect on NPP, possibly through knowledge creation within marketing and R&D. We also found a direct effect on NPP of another mechanism: cross functional phase review boards. However, for this mechanism the direct effect is negative. So, notwithstanding its strong positive effect on integration, a price is paid in terms of NPP. This may be related to the amount of formalization and complexity accompanying this mechanism. 5001-6182 Business 5410-5417.5 Marketing Library of Congress Classification (LCC) HD 5415.153 Marketing new product M Business Administration and Business Economics M 31 C 44 Marketing Statistical Decision Theory Journal of Economic Literature (JEL) M 31 O 32 Marketing Management of Technological Innovations and R&D 85 A Business General 280 G 255 A Managing the marketing function Decision theory (general) European Business Schools Library Group (EBSLG) 290 A 15 E Marketing; new product development R & D Management Gemeenschappelijke Onderwerpsontsluiting (GOO) 85.00 Bedrijfskunde, Organisatiekunde: algemeen 85.40 85.03 Marketing Methoden en technieken, operations research Classification GOO 85.15 85.40

The integration of marketing and R&D is a major concern for companies that want to improve their new product performance (NPP). For this integration, companies are using mechanisms such as physical proximity, cross‐functional teams, and job rotation. This study examines the effectiveness of these mechanisms by developing a model that distinguishes between indirect effects of mechanisms on NPP (i.e., through a higher level of integration) and direct effects. The model is tested with data collected from 148 pharmaceutical companies. We were able to measure and compare the effectiveness of seven different integration mechanisms, which produced insights that are interesting and relevant for theory as well as practice. We found that housing marketing and R&D closer to each other and using an influential cross‐functional phase review board are the most effective mechanisms to foster integration. Equal remuneration and career opportunities for marketing and R&D and cross‐functional teams are somewhat less effective, whereas personnel movement and informal social group events contribute little. ICT appears to be a very effective tool for enhancing NPP. ICT not only fosters integration between marketing and R&D, but it also has an independent direct positive effect on NPP. Through ICT the day‐to‐day communication between the different parties in the companies becomes much easier, and we think that this fosters the knowledge creation process within marketing and R&D. For cross‐functional phase review boards we found a negative direct effect on NPP. Notwithstanding its strong positive effect on integration, a price is paid in terms of NPP. This may be related to the amount of formalization and complexity accompanying this mechanism.

In this article, the authors develop and empirically test a conceptual framework that predicts which types of awards have the biggest impact on the competitive performance of the award winners. The empirical setting is an industry where awards proliferate, namely, the U.S. motion picture industry. Overall, their results suggest that awards granted by a jury composed primarily of end consumers, peers, or experts each have a different effect on consumer behavior, which can be explained in terms of differences in source credibility and award salience.