Research on movie studios
This week it was announced that Twickenham Film Studios in west London is to close just one year shy of its centenary. Among the many films to be shot at Twickenham are Saturday Night and Sunday Morning, Repulsion, Help, Alfie, Superman, 1984, Bladerunner, and The Iron Lady. You can find articles on the closure of Twickenham from the Guardian, the Telegraph, the BBC, Hollywood Reporter, and The New York Times.
So this week I though we would have a collection of papers looking at movie studios, focussing how they have operated in the past and how they operate today. This is an area reasonably well covered in film studies, but there is also a lot of interesting research done in management and business schools, and economics and geography departments that should also be used by film scholars.
Corts KS 2001 The strategic effects of vertical market structure: common agency and divisionalization, Journal of Economics and Management Strategy 10 (4): 509-528.
I examine the release date scheduling of all motion pictures that went into wide release in the US in 1995 and 1996 to investigate the effects of vertical market structure on competition. The evidence suggests that complex vertical structures involving multiple upstream or downstream firms generally do not achieve efficient outcomes in movie scheduling. In addition, analysis of the data suggests that the production divisions of the major studios act as integrated parts of the studio, rather than as independent competing firms.
DeFillippi RJ and Arthur MB 1998 Paradox in project-based enterprise: the case of filmmaking, California Management Review 40 (2): 125-139.
This article describes field research into the creation of an independently produced UK-US feature film.
Finney A 2010 Value chain restructuring in the global film industry, The 4th Annual Conference on ‘Cultural Production in a Global Context: The Worldwide Film Industries, Grenoble Ecole de Management, Grenoble, France, 3-5 June, 2010.
The global film industry is currently experiencing a significant restructuring of its existing value chain. This digitally-driven restructuring provides a dynamic framework for business strategy analysis, with potential lessons and future indicators that have wider implications for global film strategy. To date, academics, industry commentators and practitioners have exclusively focused on the disruptive aspects of changing user behavior; the ‘free’ versus ‘paid’ business models for distribution of filmed content via the Internet; the collapse of ‘windows’ within the exploitation chain; and the actions of Hollywood, an entrenched oligopoly comprising six studios. A key sector of cultural and commercial significance that so far has been excluded is the non-Hollywood film industry- the ‘independent’ film sector. The independent film value chain (FVC) is considerably more fragmented and vulnerable when compared to the studio system of content creation. This paper establishes in what ways the chain models differ, how changes in business models and exploitation are affecting recoupment, and therefore film financing models, and then examines and posits a range of methodological and qualitative approaches to study this ‘current restructuring’ dynamic. While the author’s main focus is on the value chain prior to exploitation, it should be acknowledged that the advent of rapidly compressed exploitation windows has a reflexive impact – both commercial and cultural – on the architecture of film content creation. This article is intended as a precursor to the author’s ensuing doctoral research into film value chain restructuring, rather than a definitive piece of academic research in of itself. Therefore comments and advice on global value chain restructuring – with the film industry serving as the research case study – are encouraged and welcomed by the author at this early stage of research and analysis.
Goldsmith B and Regan T 2003 Cinema Cities, Media Cities: The Contemporary International Studio Complex, Australian Key Centre for Cultural and Media Policy and Australian Film Commission.
This comprehensive study of contemporary international studios considers the circumstances in which the rash of studio complex building and renovating has occurred in places as diverse as Rome, London, Berlin, Prague, Toronto, Sydney, the Gold Coast and Melbourne.
Miller D and Shamsie J 1996 The resource-based view of the firm in two environments: the Hollywood film studios from 1936 to 1965, The Academy of Management Journal 39 (3): 519-543.
This article continues to operationally define and test the resource-based view of the firm in a study of the major U.S. film studios from 1936 to 1965. We found that property-based resources in the form of exclusive long-term contracts with stars and theaters helped financial performance in the stable, predictable environment of 1936-50. In contrast, knowledge-based resources in the form of production and coordinative talent and budgets boosted financial performance in the more uncertain (changing and unpredictable) post-television environment of 1951-65.
Robins JA 1993 Organization as strategy: restructuring production in the film industry, Strategic Management Journal 14 (S1): 103-118.
Few changes in the structure of firms have attracted as much attention during the last decade as the movement away from integrated production and toward cooperative relations among independent organizations. Despite recent emphasis on these strategies of ‘disaggregation’ and ‘network’ organization, little quantitative research exists on the impact of this type of reorganization on economic performance—at least in part due to the difficulty of obtaining appropriate data. The economic impact of disaggregation is examined in this paper using data on film production in the period after World War II.
Storper M and Chistopherson S 1987 Flexible specialization and regional industrial agglomerations: the case of the US motion picture industry, Annals of the Association of American Geographers 77 (1): 104-117.
In the contemporary motion picture industry, production is vertically disintegrated, organized around transactions among a network of small firms. In this regard, motion picture production resembles other industries whose production organizations can be characterized as flexibly specialized. In this theoretically informed case study, we trace the transformation of the industry from vertically integrated to vertically disintegrated flexibly specialized production and elucidate how this transformation affects the spatial location of production activities and labor market dynamics.
Posted on February 23, 2012, in Australian Cinema, British Cinema, Film History, Film Industry, Film Policy, Film Studies, Hollywood and tagged Australian Cinema, British Cinema, Film History, Film Industry, Film Studies, Hollywood. Bookmark the permalink. Leave a comment.