Managerial cognition and the value chain in the digital music industry

Hadida, Allègre L.; Paris, Thomas

doi:10.1016/j.techfore.2013.04.005

Cited by 36 publications

(28 citation statements)

References 72 publications

(111 reference statements)

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“…However, we are only aware of one empirical study that employed discourse analysis as a tool for capturing dominant logic as a shared mental model. Hadida and Paris (2014) coded mission and vision statements of 21 new ventures in the digital music industry to examine the discourses of entrepreneurs.…”

Section: Disentangling Interpretations and Empirical Assessments Of Dmentioning

confidence: 99%

Clarifying the Dominant Logic Construct by Disentangling and Reassembling its Dimensions

Engelmann

Kump

Schweiger

2020

Int J Management Reviews

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Since its introduction, Prahalad and Bettis's concept of dominant logic has informed a variety of scholarly conversations in management and strategy research. However, scholars have interpreted dominant logic in different ways, emphasizing different aspects, such as managerial mindsets, administrative tools and management functions, as defining elements. Similarly, empirical studies have captured various aspects, such as meanings of entrepreneurs, observable strategic decisions and business model similarity, as indicators of dominant logic. Consequently, the concept lacks analytical clarity, and it is difficult to compare or generalize findings from this diverse set of studies. The aim of this review is to improve conceptual clarity by analysing, comparing and evaluating the existing interpretations and assessments of dominant logic in 94 studies. In the first part of the review, by disentangling the interpretations of the concept, we show that dominant logic consists of four defining dimensions: (i) shared mental models; (ii) values and premises; (iii) organizational practices; and (iv) organizing structures. In the second part, we reassemble dominant logic into an integrative model and theorize about how these dimensions operate in concert to produce a firm's dominant logic. Thus, our main contribution is a clarification and synthesis of the literature, which comes with implications on how future research can conceptualize and operationalize dominant logic more consistently. This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

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Section: Disentangling Interpretations and Empirical Assessments Of Dmentioning

confidence: 99%

Clarifying the Dominant Logic Construct by Disentangling and Reassembling its Dimensions

Engelmann

Kump

Schweiger

2020

Int J Management Reviews

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“…Building on the vast literature on value chains as mental models, Hadida and Paris (2014) question the validity of value chain mental models in creative industries and acknowledge the limitations of a single value chain based analysis. In the analysis of the digital music industry, they specifically point out that cognitive configurations have different value in "hypercompetitive industries characterized by rapid changes in environmental factors, relative ease of entry and exit, and ambiguous consumer demand" when compared to mature or even declining industries.…”

Section: The Evolution Of the Value Chain As A Mental Modelmentioning

confidence: 99%

“…From a theoretical perspective, the analysis of cases has first required the adoption of the value chain mental model to interpret them from the perspective of an individual firm (see Kaplan, 2011;Hadida and Paris, 2014;Huff, 1990;Porac and Thomas, 1990;Porac, Thomas & Baden-Fuller, 1989;Walsh, 1995;Hodgkinson, 2015). However, this perspective has then not revealed capable to capture the collaborative value creation enabled by opening the business models of game developers.…”

Section: Introductionmentioning

confidence: 99%

From value chains to technological platforms: The effects of crowdfunding in the digital game industry

Nucciarelli

Feng

Fernandes

et al. 2017

Journal of Business Research

100

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that: • a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.

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“…As the definitions of managerial cognition evolve, current literature (Porac Thomas & Baden-Fuller 1989;Porac & Thomas 2002;Bogner & Barr 2000;Hadida & Paris 2014) still acknowledges managerial cognition as well as managerial human and social capital as a cornerstone to dynamic managerial capabilities. While the acknowledgement of the factors have created theoretical advancement, a thorough review of how tbe factors interact with one another is necessary.…”

Section: The Emergence Of Dynamic Managerial Capabilitiesmentioning

confidence: 99%

How Industry Recipes Influence the Application of Dynamic Managerial Capabilities

Bezjian

MacKay

Danbolt

2016

AMPROC

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Dynamic managerial capabilities are frequently viewed as a source of influence among decision-making managers within environments of volatility. Conversely, managers postulate that decision-making in rapidly changing environments is never perfect and faces a variety of influencing factors. In addition, industries represent a collection of firms that produce similar goods or services for a particular market. This recipe is often recognized by all industry related firms and adapted accordingly. Similarly, firms comprised as "incumbents" and "challengers" are firms that are well established in the industry and firms that seek to change the industry. Recognizing which influencers affect the managerial decision-making process is necessary to adapt and evolve a firm's decision-making logic. This thesis presents a detailed study of the Hollywood Film Industry Recipe as it relates to the influencing factors within the green lighting process of feature films among incumbent and challenger studios. An inductive research approach is used to investigate four case studies throughout the Hollywood Film Industry. Two case studies are recognized as industry incumbents while the other two are recognized as industry challengers.

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Managerial cognition and the value chain in the digital music industry

Cited by 36 publications

References 72 publications

Clarifying the Dominant Logic Construct by Disentangling and Reassembling its Dimensions

Clarifying the Dominant Logic Construct by Disentangling and Reassembling its Dimensions

From value chains to technological platforms: The effects of crowdfunding in the digital game industry

How Industry Recipes Influence the Application of Dynamic Managerial Capabilities

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