A Geohistorical Study of ‘The Rise of Modern Science’: Mapping Scientific Practice Through Urban Networks, 1500–1900

Using data on the ‘career’ paths of one thousand ‘leading scientists’ from 1450 to 1900, what is conventionally called the ‘rise of modern science’ is mapped as a changing geography of scientific practice in urban networks. Four distinctive networks of scientific practice are identified. A primate network centred on Padua and central and northern Italy in the sixteenth century expands across the Alps to become a polycentric network in the seventeenth century, which in turn dissipates into a weak polycentric network in the eighteenth century. The nineteenth century marks a huge change of scale as a primate network centred on Berlin and dominated by German-speaking universities. These geographies are interpreted as core-producing processes in Wallerstein’s modern world-system; the rise of modern scientific practice is central to the development of structures of knowledge that relate to, but do not mirror, material changes in the system.

The More You Know … The More You Enjoy? Applying ‘Consumption Capital Theory’ To Motion Picture Franchises

In this article, we build on Stigler and Becker’s (1977) “consumption capital theory” and propose a novel conceptualization of film quality for the analysis of motion picture franchises. Generally, this theory predicts that the utility consumers derive from a particular good or service increases with prior consumption. We test our theoretical conjectures by drawing on the population of sequels that were running in the US between 1992 and 2011. The empirical results point to the explanatory power of the proposed framework. Film executives may use our findings to improve the profitability of their sequel productions. From a theoretical point of view, consumption capital theory allows for a more refined analysis of sequel performance along different dimensions. Moreover, it may provide a fruitful basis for the analysis of other serial media content, including books, TV, music, and games.     

Breaking up is hard to do: the resilience of the rock group as an organizational form for creating music

Though there is a long tradition of band members quitting the group or taking a hiatus, the rock group as an organization to produce music continues to be both popular and economically viable. The research question addressed in this paper is whether or not it is a good idea to quit or take a hiatus from the group. We begin with a discussion of the framework for understanding why groups are formed and why they may be difficult to keep together. We then discuss differences between groups in the decade of the 1960s versus today. We argue that there is something unique about the output of the group even with the changes in the structure of contracts, compensation, and consumer focus on the artist that explain the resilience of the rock band as an organizational form within which to create music. We compare the charting success of bands that have members leave the group with the charting success of the members who left the group. We identified the groups in five representative years: 1965, 1975, 1985, 1995, and 2005. We then analyzed the entire Billboard Hot 100 charting careers of those groups and the artists who quit those groups. Our main finding is that when charting success is divided equally among members, going solo pays off—there is a clear economic rationale because solo acts have greater average charting success than the original bands they started in. The other ensuing side projects: duos, collaborations, and other groups are not as lucrative as the original bands. These findings are valid for members of charting groups from each of the 5 years examined. Despite the difficulties in keeping a rock band together, there are fewer band breakups today and remaining with the group generally results in a longer and more productive charting career. Thus, the rock group remains an important organization for producing contemporary music. However, there remains a compelling incentive to go solo. Superstars may benefit from solo projects, but for the average, non-superstar group member, in many circumstances it is better for the band to stay together if the income is divided equally.     

Strategic Capacity and Organisational Capabilities: A Challenge for Universities

Are universities able to operate as strategic actors? An organisational sociology based approach supported by a comparative field research project identifies three types of social, cultural and cognitive processes that play a decisive role in building and implementing local capabilities required to mobilise a strategic capacity. The paper identifies how much these processes are present in the four ideal-types of universities defined by crossing their reputation and their metrics-based performance. Such a meso deterministic perspective suggests that universities may position themselves as proactive actors or principals, and not just as agents of national reforms and political demands. Nevertheless, their ability to do it varies according to their type. The paper also explores the implications of such findings for institutional leadership and steering policymakers.