1. Wouter de Nooy Erasmus University Rotterdam The Netherlands
Reward systems in art
Wouter de Nooy
Erasmus University Rotterdam
The Netherlands
Sunbelt XXII, New Orleans, 2002

2. 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

3. Standards and innovation
Sunbelt XXII, New Orleans, 2002

4. Sunbelt XXII, New Orleans, 2002
Research design
Sunbelt XXII, New Orleans, 2002

5. 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

6. Sunbelt XXII, New Orleans, 2002
Dynamic prestige
Sunbelt XXII, New Orleans, 2002

7. Sunbelt XXII, New Orleans, 2002
Data
737 record albums of Dutch popular music,
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

8. Sunbelt XXII, New Orleans, 2002

9. Sunbelt XXII, New Orleans, 2002
Musical styles
From progressive rock ...
… to Dutch popular.
Sunbelt XXII, New Orleans, 2002

10. 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

11. 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

12. 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