Culture Industries in a Postindustrial Age: Entertainment, Leisure, Creativity, Design

This article reviews the evolution of the concept of culture industries, when neither industry nor culture themselves are today what they were at the time when the term was coined. It attempts to explain the dilution of the term into more nebulous terms (“leisure industries,” “entertainment industries” or “creative industries”) and suggests new challenges for the research on culture industries. What is at stake is no longer an application of a Fordist production to culture, a one-directional mass communication and a mediation by experts, but rather: (1) a cultural experience which is no longer clearly separated from other activities (leisure in general, consumption and even work); (2) the communicative explosion of all industrial production in a media environment, where industrialized symbolic products are mixed with culturalized industrial products; and (3) the empowerment of the recipient, which on one hand ignores the traditional experts and on the other leads to post-productive (recreational and even creative) cultural practices.

Organizational design, quality management and competitive advantage in hotels

Purpose – The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive advantage. Design/methodology/approach – The study uses a partial least squares approach to test these relationships in 350 hotels in Spain. Findings – The findings show that QM influences specialization, formalization and interdepartmental interactions, and that QM practices influence both cost and differentiation competitive advantage. The results also indicate the importance of QM strategic and operational systems as practices that have a key impact on the characteristics of organizational design. Similarly, the QM operational system is key in the relationship between QM and cost competitive advantage. Finally, the QM operational, information and strategic systems positively influence differentiation competitive advantage. Practical implications – When hotels adopt QM practices, there will be significant changes in a number of organizational variables, including specialization, formalization and interdepartmental interactions. This paper provides empirical evidence that QM practices improve both cost and differentiation competitive advantage in the hotel industry. Originality/value – There has been little research on the effects of QM on organizational design in the hotel industry. The contribution of this paper is that analyze the effects of QM on organizational design and competitive advantage, extending knowledge about these issues in a specific sector.