• The Journal of the Korea Contents Association
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• v.13 no.7
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• pp.168-180
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• 2013

Based on the strategic contingency theory, this study empirically examines Korean TV drama producers' changing adaptive behaviors in terms of genre variety given different levels of environmental uncertainty. The extant literature has suggested that firms tend to increase product variety in order to cope with increasing environmental uncertainty. This study attempted to verify the hypothesis that TV drama producers would employ wider variety of genre in the period with more uncertain environment(2003-2009) than the period with stable environment(1994-2002). Empirical results support the hypothesis, implying that TV drama producers tend to repeatedly produce dramas with the same genre in order to pursue efficiency in stable environment whereas they tend to employ a variety of different genre in order to cope with increasing environmental uncertainty.

• The Journal of the Korea Contents Association
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• v.12 no.12
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• pp.627-638
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• 2012

This study empirically examines the concept of dynamic capability to recombine the resources such as directors, writers, and actors in the TV drama industry which is one of the most knowledge-based and project-based organizations. Based on the extant literature, it is argued that an organization's usage pattern of critical resources could partly reflect its dynamic capability. This study attempted to verify the hypothesis that Korean TV drama producers would utilize the same resources less repeatedly in the period with more uncertain environment(2003-2009) than the period with more stable and predictable environment(1994-2002). Empirical results partially support the hypothesis, verifying that there are different usage patterns in employing directors between the two periods but that is not the case in employing writers and actors. Such results imply that project-based organizations repeatedly use the same resources in order to pursue efficiency in stable environments whereas they tend to use a variety of different resources in order to adapt to uncertain environments.

• The Journal of the Korea Contents Association
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• v.16 no.9
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• pp.713-725
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• 2016

Ambidextrous innovation is defined as the innovation capacity to pursue simultaneously both exploration and exploitation. Based on the organization learning and innovation management literature, the ambidexterity hypothesis predicts that ambidextrous innovation would enhance firm performance. This study attempts to verify the ambidexterity hypothesis in the context of TV drama production industry. TV drama producers' ambidextrous innovation is conceptualized as the simultaneous pursuit of exploratory and exploitative approaches in selecting genres of dramas. Data collected from 57 drama producers in 714 Korean TV drama projects between 1994 and 2009 support the ambidextrous hypothesis. The interaction between exploratory and exploitative approaches in genre selection is indeed positively related to the drama performance in terms of the viewing rate. Such results suggest that managers ought to manage high levels of both exploratory and exploitative innovation simultaneously in order to cope with increasing uncertainty, especially in highly uncertain cultural industry.

• The Journal of the Korea Contents Association
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• v.15 no.6
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• pp.1-12
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• 2015

This study attempted to verify the influence of strong and weak ties on the performance of project based organizations by examining various tie relationships in the Korean TV drama making industry. The extant literature has suggested that the impact of network ties depends not only on their strength but also the network contexts (i.e., project characteristics). Due to artistic and creative nature of TV drama making, it is hypothesized that weak tie networks among critical human resources would outperform strong tie networks. Empirical results support the hypothesis that weak tie networks indeed outperform strong tie networks in terms of viewing rate of drama.

• Proceedings of the Korea Contents Association Conference
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• 2015.05a
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• pp.79-80
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• 2015

트위터, 페이스북 같은 소셜 네트워크 서비스(Social Network Service, SNS)를 이용한 커뮤니케이션 문화가 영화나 드라마의 홍보뿐만 아니라 작품과 팬들 간의 연대를 강화시켜주는 중요한 수단으로 주목받고 있다. 이에 본 논문은 구체적인 사례로 NBC와 AXN에서 2013년 내놓은 13부작 <한니발(Hannibal)>(NBC, 2013~)의 제작자 브라이언 풀러(Bryan Fuller)와 팬들 간의 트위터를 이용한 커뮤니케이션 양상을 살펴보았다. 본 연구를 통해 풀러와 팬들 간의 소통은 SNS와 맞물린 드라마 수용 형태의 변화를 보여주는 유용한 사례라는 점을 알 수 있었고, 속성상 선형성과 일방향성이 강한 콘텐츠가 어떻게 체험의 콘텐츠로 변모할 수 있는지를 확인할 수 있었다.

• Journal of Digital Contents Society
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• v.16 no.4
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• pp.565-573
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• 2015

The development of social media in the 2000s led the unspecified individuals to band together for common interests. Social networking services served as a far-reaching tool for sharing different thoughts and interpretation of the pop culture and helped people build up close relations driven by their common interests for certain works of the pop culture. This Study introduces the TV Series as a case that displays specific patterns of communication between its producer and viewers. Producer Bryan Fuller of the Series as well as key production staffs were quite active on social networking sites with the understanding of what the audience desired and the willingness to sympathize with them, which were eagerly welcomed by the dedicated audience whose number, though, was not big. For the Hannibal production team, SNS was a means for them to just be consumers who appreciate the work instead of solely being the content provider. Their approach is quite different from unilateral marketing approaches employed in the past. Through this case, the Study aims to suggest that social networking sites serve as a powerful medium connecting producers and viewers or as an information hub, and that how interactive contents shall be delivered in the new media environment to be effective.

• Journal of the Economic Geographical Society of Korea
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• v.11 no.3
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• pp.442-458
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• 2008

This paper aims to examine the ways in which project-based organizations (PBOs) are embedded in social networks and geographical clustering in the case of TV drama industry. PBOs refer to a variety of temporary organizational forms for the performance of tasks as to integrate diverse and specialized intellectual resources. PEOs as a flexible and innovative mode of organizing knowledge resources are becoming increasingly worthy of attention in emerging the creative economy. Evidence from interviews with core persons of PEOs like producers, directors, and writers reveals that the key operational mechanism of the project form of organization is based on the highly socialized networks via individual's reputation and past experiences. In other words, the project activity in TV drama is embedded in networks which are socially constructed. Also the geographical clustering plays an important role in PBOs and project practices in TV drama are constructed around a high degree of spatial clustering. PBOs are clustering in Kang-nam and Yeouido, where are located in independent production companies and broadcasting stations. It means that the project formation in TV drama requires geographically-clustered networks of human resources, and socially, culturally and geographically embedded latent networks of interpersonal relationships are a necessary condition of POBs in the TV drama industry.

• Proceedings of the Korean Society of Broadcast Engineers Conference
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• 2013.06a
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• pp.359-362
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• 2013

방송유통이 중요하고 방송시장의 과제이다. 드라마외에도 다큐멘터리가 꾸준히 수출이 증가되는 추세이다. 콘텐츠 부가가치 창출과 고용확산을 위해 방송사와 제작사는 국내외 유통에 눈을 돌려야 하는 게 맞다. 여기서 흔한 질문 하나. "독립제작사가 어렵다고 하는 데, 수출 유통을 하면 쉽게 부가수익을 창출하지 않을까? 왜 안하지?" 그건 배고픈데 빵이 없으면 쿠키를 대신 먹으면 되지 않을 까하는 질문과 같다. 저작권을 방송사와 소유하는 것도 중요하고, 그 보다 사전기획과 제작을 해서, 수입이 생길때까지 회사가 '버텨내야 한다'. 유통한다고 수익이 바로 입금되는 것은 아니다. 한국의 방송콘텐츠 기획은 훌륭하다. 인구 5천만명의 나라에서, 한국어를 쓰는 나라가 많지 않음에도 우리 모국어로 많은 나라에서 보고있다는 것은 대단한 것이다. 또한 세계 거리에 싸이와 소녀시대가 울려퍼지는 것은 대단하다. 그것은 미디어를 염두 해둔 한글창제자부터, 대중산업을 이끄는 모든 한국 제작자들은 훌륭하다. 지금은 방송사와 제작사가 해외진출에 눈을 돌리고 있으며, 많은 성과를 내고 있다. 향 후 방송콘텐츠산업의 부가가치 향상과 발전을 위해서 좀더 많은 작품이 해외에 나가야 한다. 그렇게 하기위해서 해외에 더욱 적극적으로 진출을 모색하기 앞서, 글로벌 기획을 할 때 염두하여야 할 점을 정리해보겠다.

• The Journal of the Korea Contents Association
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• v.14 no.8
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• pp.50-60
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• 2014

A writer's text signals are converted into visual ones as a director exerts his fundamental capability to interpret and direct. On the other hand, his situational capability comes into play as the production environment changes. Such latest developments as the increasing popularity of production outsourcing, the sapped advertising market, and the growth in the number of the media channels and consequently heightened level of competition have led to changes in the way of advertising and production sponsorship. In turn, directors are faced with a new environment, where they are now required to pick up the role of an advertising director. Given that the production costs have been rising faster than the advertising revenue, such change in the director's situational capability seems to be part of the overall drama industry's evolution.

• Cartoon and Animation Studies
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• s.24
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• pp.223-246
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• 2011

Today, cultural content industry could be defined to service business rather than manufacturing business because of its own trait. Also, it has the realistic restriction that it can't hold the dominant position in the market competition when it can't provide consumers satisfaction regardless of its quality or degree of completion. In other word, it can only expect great success when the business plan and the activities get the perfect balance with its best quality and perfect of completion. As the result, it emphasizes the importance of business competition in the global market. In briefly, there is no doubt that the creativeness of content is very important in the cultural content industry but in the future, making system to maintain the distribution process and share the profits fairly will be taken more important role. Especially, animation genre has the feature, which compares to other genres, such as film or TV drama, would be free from cultural barriers, and it is a great advantage. So to speak, animation can get little influence from cultural discount. However, Korean animation can't use the advantage properly for the foreign distribution because of its poor infrastructure and short of professional human resources. For those reasons, it has been needed to set up the realistic and specific action plan to overcome the situation. Therefore, considering those needs and the situations of Korean animation facing, making B2B online marketplace could be a great solution. The online marketplace stands for taking more efficient and broad distribution channel instead of the passive way, which we have now. If we have the B2B online marketplace, we can share all the information about the Korean animation with the potential customers whom live outside of Korea at real time. It also could be use to the windows of multiple distribution, which can make additional profits and activate the optional markets for the Korean animation. Through the method, Korean animation would be expected to get the higher international competitiveness, and it would be developed in quality and quantity of the business. Finally, it would be a great chance to Korean animation, which can get the unique brand power by improving the backward distribution circumstances.