Two-Part Share Contracts, Risk, and the Life Cycle of Stars: Some Empirical Results from Motion Picture Contracts

What determines the market value of a star? This paper examines the size of fixed payments to leading actors in the U.S. motion picture industry from a sample of contracts between 1959 and 1989. Competing explanations for the size of compensation, including rent capture, risk sharing, signalling, and portfolio optimization by studio executives are explored. The size of fixed payment across all contract types moves with an actor's history of participating in top-20 grossing films over the past five, ten, fifteen, and twenty films. Further, the impact of past top-20 successes is enhanced by the length of the actor's career. When contracts are divided into those with both fixed payments and share payments and those with only fixed payments, the fixed payment in two-part share contracts is influenced to some extent by risk concerns, in addition to the actor's star power. Fixed-payment-only contracts are most strongly influenced by measures of signalling and star power. Data on both types of contract provide strong support for the rent-capture theory: actors are paid rents upfront for the star value they add to the production.     

Relational Poetic Encounters: Opening Spaces at Tate Liverpool

This article explores poetic inquiry through a creation‐research framework as a method of exploring issues surrounding identity and subjective relationality. As a Métis visual artist, poet and educator, the author explores knowledge and meaning based in ontological experience and Indigenous understandings of the subjective inward journey and its role in our relational interconnectedness. The implications of the connection between the inward and outward paradigms of experience, knowledge and knowing creates a space to value and honour our unique understanding of the world. Through a found poetry activity designed and implemented in the gallery space at the Tate Exchange, Liverpool, the author delves into a reflective analysis of the potential of understanding the Other within us and the Other in front of us through critical creative praxis in a generative public context.     

Technological change and managerial challenges in the movie theater industry

The recent rise of digital technology in the delivery of entertainment casts doubt among industry stakeholders on whether movie theaters will continue to be the primary channel of the release of motion pictures. Despite the growth of competing outlets due to the spread of digitalization, we argue that the movie theater industry may benefit from digital technologies as well. Enhancing the cinemagoing experience, better matching of the cinemagoing experience to consumer preferences, and improving capacity utilization are crucial if movie theaters are to continue having a pivotal role in the distribution of filmed entertainment. In particular, our data analysis demonstrates that the use of new digital technologies and “big data” may be one way to turn the current threats into future opportunities for movie exhibitors. Therefore, managerial strategies that aim to raise the value proposition of theaters by enhancing the cinemagoing experience, and that boost adaptability to rapidly changing consumer preferences about how and when they view filmed entertainment, ought to be studied and implemented.

     

Product differentiation and film-programming choice: do first-run movie theatres show the same films?

We present an empirical analysis of product differentiation using a new panel data set on film-programming choice in a major U.S. metropolitan motion-pictures exhibition market. Using these data, we compute two measures of product similarity, which allow us to investigate the determinants of strategic product differentiation in a multi-characteristics space. Our evidence is consistent with the idea that the degree of product differentiation between theatre pairs reflects a balance between strategic concerns and contractual constraints. Similarity in one dimension is offset by differentiation in others. Our results further suggest that the degree of product differentiation is negatively related to market size. Finally, we find that ownership matters: theatres under common ownership make more similar programming choices than theatres with different owners.     

Using food as a tool to teach science to 3 grade students in Appalachian Ohio

The Food, Math, and Science Teaching Enhancement Resource (FoodMASTER) Initiative is a compilation of programs aimed at using food as a tool to teach mathematics and science. In 2007-2008, a foods curriculum developed by professionals in nutrition and education was implemented in 10 3(rd)-grade classrooms in Appalachian Ohio; teachers in these classrooms implemented 45 hands-on foods activities that covered 10 food topics. Subjects included measurement; food safety; vegetables; fruits; milk and cheese; meat, poultry, and fish; eggs; fats; grains; and meal management. Students in four other classrooms served as the control group. Mainstream 3(rd)-grade students were targeted because of their receptiveness to the subject matter, science standards for upper elementary grades, and testing that the students would undergo in 4(th) grade. Teachers and students alike reported that the hands-on FoodMASTER curriculum experience was worthwhile and enjoyable. Our initial classroom observation indicated that the majority of students, girls and boys included, were very excited about the activities, became increasingly interested in the subject matter of food, and were able to conduct scientific observations.     

Spatial competition and market share: an application to motion pictures

This paper presents an empirical assessment of movie-theatre attendance in two major metropolitan markets and provides strong support for the importance of spatial characteristics in determining attendance. We consider the hypothesis that attendance at a particular movie theatre reflects a tension between two effects: a negative competition effect and a positive agglomeration effect. We find evidence that the competition effect dominates. Further, we identify a pattern of systematic spatial decay in the impact of this effect on demand.     

Learning,Training, and Performance Timeline: A Walk Through History

Does your professional tool bag include the well‐known ideas, models, and practices that training and performance improvement professionals use? This article organizes the advent of essential tools using the Learning, Training, and Performance Timeline, describes the major patterns that developed during historical periods, and explores relevant practical and scholarly uses for the Timeline. Resources are provided for those who have further inquiries about the historical background of training and performance improvement.