MEIEA 2013 New Orleans Conference Paul Saintilan’s Presentation - Extended Abstract and References Title: Managerial perspectives on new product development in large music organisations Purpose – This international study explores managerial perceptions of new product development (NPD) in large music organisations. It particularly focuses on the degree to which NPD is seen to be driven by customer insight and integrating audience preferences (customer orientation), or driven by artists’ convictions, insights and needs (product orientation). The perception and understanding of NPD shared by a specialist group such as ‘artistic leaders’ is understood as a ‘thought world’ in the research. How do product and customer orientations influence and pervade managerial thought worlds in large music organisations? What distinctive perceptual differences might exist between artistic leaders, marketing leaders and CEOs, in terms of reconciling and integrating each orientation? This is a PhD project being prepared under the supervision of marketing and arts management academics in the Business and Law Faculty at Deakin University, Australia. Design/methodology/approach - This is a qualitative, interpretative study that explores the perceptions of senior managers in the USA, UK and Australia. In-depth individual interviews were conducted with 24 senior managers in London, New York and Sydney. Half of the executives were working in major commercial record companies and half in nonprofit music organisations (such as orchestras). One third of the participants were Artistic leaders, one third Marketing leaders, and one third CEOs. Research participants included industry leaders who had managed several thousand employees. Preliminary Findings and Emerging Themes – the study finds evidence that product and customer orientations contribute to differences in perception and approach between Artistic and Marketing leaders, and contribute to perceived tension between the two functions. In both commercial and nonprofit contexts Artistic leaders are more likely to be product focused and more protective of the artist in the process, seeing themselves as artist empowerers. Marketers and CEOs are more likely to see themselves as intermediaries and brokers between artists and audiences. Nonprofit marketers often receive product oriented programming which they make more customer oriented through contextualisation and product enlargement. A creative and dynamic tension can be seen to exist between the two orientations in music organisations, which ensures that both artists and audiences are represented in the process. There is evidence that distinctive functional perspectives are being eroded through growing business education. There is also evidence that executives can interpret interfunctional conflict personally as a personality clash, when underlying orientation differences may play a deeper role. Originality / value – this international study provides a rare insight into perceptions of music managers in relation to NPD. The study highlights the complex and sophisticated integration of these two orientations that all senior executives perform. It raises issues of relevance to other commercial creative industries that reconcile aesthetic and market imperatives. In terms of practical implications, it makes explicit and conscious managerial experiences that may be implicit, personal and unstated. It provides insights which can assist interfunctional coordination. Keywords – product orientation, customer orientation, marketing department, artistic department, Artist & Repertoire Department, new product development, music organisation Key references: Boorsma, M 2006, 'A Strategic Logic for Arts Marketing', International Journal of Cultural Policy, vol. 12, no. 1, pp. 73-92. Castaner, X & Campos, L 2002, 'The determinants of artistic innovation: bringing in the role of organizations', Journal of Cultural Economics, vol. 26, no. 1, pp. 29-52. Chen, H., Tsai, Y., Chang, S., Lin, K. 2010, ‘Bridging the systematic thinking gap between East and West: an insight into the Yin-Yang based system theory’, Syst. Pract. Action Research, 23: 173-189. Chua, RYJ & Eccles, RG 2009, Managing Creativity at Shanghai Tang, Harvard Business School. Dennis, N & Macaulay, M 2010, 'Musings from Miles: What Miles Davis Can Tell Us about Music and Marketing', in D O'Reilly & F Kerrigan (eds), Marketing The Arts: A Fresh Approach, Routledge London and New York, pp. 205-13. 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Eisenhardt, KM & Graebner, ME 2007, 'Theory building from cases: opportunities and challenges', Academy of Management Journal, vol. 50, no. 1, pp. 25–32. Willemain, TR 1994, 'Insights on modeling from a dozen experts', Operations Research, vol. 42, no. 2, pp. 213-22. Yin, RK 2009, Case Study Research: Design and Methods, Fourth edn, SAGE. About the Presenter: Paul Saintilan worked as an International Marketing Director at both Universal Music and EMI Music in London. He has also worked in the nonprofit sector as Director of Marketing and Development at Musica Viva Australia, a large concert presenter. In 2006 he founded the Australian Institute of Music’s Master of Arts Management program at Sydney Opera House. Since 2011 he has lectured extensively in Europe, including Webster University in Geneva, the Glion Institute of Higher Education in Montreux, and the Popakademie in Mannheim. He is a music graduate and has an MBA from the Australian Graduate School of Management. He is preparing this research as part of a PhD project at Deakin University. Currently on sabbatical in the USA until June 2013, he would welcome opportunities to present this research in US Universities as a lecture / workshop. He can be contacted at psaintilan@aim.edu.au and/or paul@icecalm.com