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The Audience Experience identifies a momentous change in what it means to be part of an audience for a live arts performance. Together, new communication technologies and new kinds of audiences have transformed the expectations of performance, and The Audience Experience explores key trends in the contemporary presentation of performing arts. The book also presents case studies of audience engagement and methodology, reviewing both conventional and innovative ways of collecting and using audience feedback data. Directed to performing arts companies, sponsors, stakeholders and scholars, this collection of essays moves beyond the conventional arts marketing paradigm to offer new knowledge about how audiences experience the performing arts.

An engaging and original study of current research on television audiences and the concept of emotion, this book offers a unique approach to key issues within television studies. Topics discussed include: television branding; emotional qualities in television texts; audience reception models; fan cultures; 'quality' television; television aesthetics; reality television; individualism and its links to television consumption. The book is divided into two sections: the first covers theoretical work on the audience, fan cultures, global television, theorising emotion and affect in feminist theory and film and television studies. The second half offers a series of case studies on television programmes such as Wife Swap, The Sopranos and Six Feet Under in order to explore how emotion is fashioned, constructed and valued in televisual texts. The final chapter features original material from interviews with industry professionals in the UK and Irish Soap industries along with advice for students on how to conduct their own small-scale ethnographic projects.Key Features:*An accessible guide to theoretical work on emotion and affect, this book is key reading for advanced undergraduates and postgraduates doing media studies, communication and cultural studies and television studies.*Case studies on emotion and television in British and US media contexts demonstrate new research and provide a starting point for readers undertaking their own research.*Each chapter includes exercises, points for discussion and lists for further reading

PurposeThis study aims to analyse the level of digitalization in the cultural industry. More in detail, it aims to examine the determinants and effects of the digitalization level of museum organizations and the role played by the COVID-19 pandemic in the adoption of digital technologies.Design/methodology/approachIn order to answer the research questions, this study uses the multiple case study methodology. In particular, three different museum organizations operating in the Apulian context were examined.FindingsThe findings show that the adoption of digital technologies derives from the desire to attract more visitors, reduce costs, improve the visitor experience and adapt to competitors. On the contrary, they show that the lack of funding represents a drag on the adoption of digital tools. In relation to the effects, the findings show financial advantages connected to an increase in revenues and a reduction in costs and non-financial benefits connected to an improvement of the intangibles. Finally, the results show that the COVID-19 pandemic has accelerated the adoption of digital technologies.Originality/valueThis work enriches the current literature through the analysis of the drivers and effects of digitalization in the museum industry and through the focus on COVID-19. Furthermore, to the authors’ knowledge, this is the first study that examines the level of digitalization of museum organizations in the Apulian context.

New ventures often experience deviations from their plans that oblige them to reorient in pursuit of a better fit between their evolving products and their target customers. Yet, research is largely silent on how managers explain such changes and justify their ventures in the wake of fundamental redirections in strategy. Ventures initially attain legitimacy and amass resources on the strength of aims that audiences find compelling; later, those early claims can complicate course corrections. To shed light on how ventures manage strategic reorientations, we conducted an inductive, comparative case study of ventures in a nascent financial-technology sector. The ventures pursued parallel reorientations and produced comparable end products but diverged conspicuously in managing audiences during transitions. Our process model, inspired by these differences, proposes a sequence of stratagems that may enable entrepreneurs to alter strategy while portraying faithfulness to enduring aims. Our theoretical framework posits that, for ventures, reorientation without penalty may depend on how they anticipate, justify, and stage changes to various audiences.

This paper casts light on cultural heritage storytelling in the context of interactive documentary, a hybrid media genre that employs a full range of multimedia tools to document reality, provide sustainability of the production and successful engagement of the audience. The main research hypotheses are enclosed in the statements: (a) the interactive documentary is considered a valuable tool for the sustainability of cultural heritage and (b) digital approaches to documentary storytelling can provide a sustainable form of viewing during the years. Using the Greek interactive documentary (i-doc) NEW LIFE (2013) as a case study, the users’ engagement is evaluated by analyzing items from a seven-year database of web metrics. Specifically, we explore the adopted ways of the interactive documentary users to engage with the storytelling, the depth to which they were involved along with the most popular sections/traffic sources and finally, the differences between the first launch period and latest years were investigated. We concluded that interactivity affordances of this genre enhance the social dimension of cultural, while the key factors for sustainability are mainly (a) constant promotion with transmedia approach; (b) data-driven evaluation and reform; and (c) a good story that gathers relevant niches, with specific interest to the story.

This study explores social enterprises' strategies for addressing mission drift. Relying on an inductive comparative case study of two Italian social enterprises, we show how stakeholder engagement combined with social accounting can successfully support a social venture to rebalance its positioning between wealth generation and social value creation. Indeed, stakeholder engagement helps the internal actors of a social enterprise to rationalize and embody pro-social values previously abandoned, while social accounting reinforces this embodiment process by showing the reintroduced social commitment of the social enterprise to external audiences. Conversely, strategies focused only on social accounting and without significant engagement of external stakeholders prove to be unsuccessful in counterbalancing mission drift because they fail to activate the necessary process of internal re-introduction and operationalization of pro-social values and objectives.

Expertise is a prerequisite for communicator credibility, entailing the knowledge and ability to be accurate. Trust also is essential to communicator credibility. Audiences view trustworthiness as the motivation to be truthful. Identifying whom to trust follows systematic principles. People decide quickly another’s apparent intent: Who is friend or foe, on their side or not, or a cooperator or competitor. Those seemingly on their side are deemed warm (friendly, trustworthy). People then decide whether the other is competent to enact those intents. Perception of scientists, like other social perceptions, involves inferring both their apparent intent (warmth) and capability (competence). To illustrate, we polled adults online about typical American jobs, rated as American society views them, on warmth and competence dimensions, as well as relevant emotions. Ambivalently perceived high-competence but low-warmth, “envied” professions included lawyers, chief executive officers, engineers, accountants, scientists, and researchers. Being seen as competent but cold might not seem problematic until one recalls that communicator credibility requires not just status and expertise but also trustworthiness (warmth). Other research indicates the risk from being enviable. Turning to a case study of scientific communication, another online sample of adults described public attitudes toward climate scientists specifically. Although distrust is low, the apparent motive to gain research money is distrusted. The literature on climate science communicators agrees that the public trusts impartiality, not persuasive agendas. Overall, communicator credibility needs to address both expertise and trustworthiness. Scientists have earned audiences’ respect, but not necessarily their trust. Discussing, teaching, and sharing information can earn trust to show scientists’ trustworthy intentions.

Multinational organizations increasingly face strong resistance to their market entry by some local audiences, reflecting growing ideological divisions and populism in societies. We turned to the organizational stigma literature for the conceptual tools and vocabulary to uncover why multinationals can simultaneously be praised by some audiences and tainted by others. Drawing on a longitudinal explanatory case study of an unsuccessful market entry, we develop a process model of organizational stigmatization in a foreign market entry. Our model explains how and why some local audiences may taint the core attributes of an entry-seeking organization and its market entry process, while others may embrace the foreign entrant. We also introduce the notion of cross-border stigma translation where negative audience evaluations are amplified across geographic contexts. A focus on competing local audiences is important for understanding the generative mechanisms of the liability of foreignness and liability of origin and how to manage them. Our study grounds a conversation on the processes and mechanisms of organizational stigmatization that may cause permanent liabilities to foreign organizations.

IntroductionPrimary Care Teams deliver healthcare services and the way that professionals work together is the result of multiple daily interactions. Using Goffman’s theories of self and impression management, negotiation of the pharmacist’s role was explored. Goffman’s theory outlines how individuals (e.g., actors) interact for the people they value (e.g., audience) to achieve outcomes. The aim of this research was to explore how the role of a pharmacist was negotiated in a primary care team. This presentation discusses how the audience of the pharmacist’s role influenced role negotiation.Aims Objectives Theory or MethodsUsing a multiple case study design as per Yin’s approach, five cases were recruited. Both interview data and documents were collected. Recruitment for each team was four or more participants including Executive Director, pharmacist, physician, and at least one other team member. Data was analysed both deductively and inductively using the Qualitative Analysis of Leuven to create themes. Themes related to the negotiation of the pharmacists’ role, the enablers, the actors’ relationships, and the influence of the context.Highlights or Results or Key FindingsThree cases completed participant recruitment and were analysed fully. One of the important factors that influenced role negotiation was the audience for the pharmacists and their role. The audience is a powerful concept in Goffmanian theory because it influenced all interactions including what outcomes are valued during role negotiation. Participants discussed that the pharmacists’ role should support physicians and do whatever the physicians valued within the team. Data suggested that participants conferred the power onto physicians versus it being demanded. This likely led pharmacists to negotiate less often; consider how to obtain validation from physicians; maximize behaviours that maintained harmony within the organization; and minimize behaviours that may have embarrassed physicians. Few participants discussed how this focus may negatively impact the patient experience or equity. Additionally, it likely reinforced medical hierarchy in the team which influenced future role negotiation.ConclusionsParticipants envisioned the physicians as leaders and the manager of the relationship with pharmacists. This contributed to a lack of active negotiation by the pharmacist. This may put additional burden on the physicians to “keep the pharmacist busy” and unintentionally reinforced medical hierarchy.Implications for applicability/transferability sustainability and limitationsAlthough the results and conclusions presented are specific to the cases, interprofessional teams may focus on physicians instead of patients or larger healthcare needs. This may unintentionally influence delivery of services or oppose efforts to maximize scope within teams.