Networks of value in electronic music: SoundCloud, London, and the importance of place

[Cross-posted from http://valuingelectronicmusic.org/2015/08/21/networks-of-value-in-electronic-music/]

The first peer-reviewed journal article arising from the Valuing Electronic Music project has now been published in Cultural Trends as part of a special issue on empirical research into cultural value guest-edited by Dave O’Brien. It focuses on a key finding of the project: even though musicians can now distribute their music for free via the internet, their real-world location remains hugely important. Through qualitative research, we found that electronic musicians in London (a) considered themselves to benefit from being based in that city, and (b) considered a particular part of that city (the highly gentrified, ‘hipsterish’ district of Shoreditch and its immediate surroundings) to be particularly advantageous for less commercial kinds of music. Through quantitative research, we found SoundCloud users based in London to occupy a position at the centre of a network of ‘following’ relationships in which the next best locations appeared to be New York and Los Angeles. Our findings are consistent with the view that the 21st century ‘new media’ produce similar exclusions to the ‘big media’ of the 20th century and do not create anything resembling a level playing field between signed and unsigned artists, provincial and metropolitan scenes, or the developed and the developing world.

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The article is open access so please download the full text to read for yourself.

Allington, D., Dueck, B., and Jordanous, A. (2015). ‘Networks of value in electronic music: SoundCloud, London, and the importance of place’. Cultural Trends 24 (3): pp. 211-222.

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Management, ‘leadership’, and academic work

[Cross-posted on http://www.open.ac.uk/arts/research/finance-crisis-protest/comment-and-debate/management-‘leadership’-and-academic-work]

In a powerful essay cheekily posted on the website of what may be the UK’s most obsessively corporate university, Suman Gupta bluntly asserts that ‘[t]here is no place for leaders in academia.’ (2015, parag. 1) As he observes, once academics-turned-administrators begin ‘imposing some Great Order… by managing and strategising and propaganda, seeking compliance and exercising opaque executive prerogatives, they start killing off academic work’ (2015, parag. 2). With its recent series of questionable management initiatives, from concentration of resources on bureaucratically-selected ‘strategic research areas’ to development of a (second) free MOOC platform on its paying students’ tab, Gupta’s employer must certainly have provided him with ample opportunity to judge the truth of this proposition. But the relevance of his critique is much wider than a single institution, as we see from the tragic case of Stefan Grimm: a highly successful medical researcher who committed suicide whilst being threatened over his failure to meet arbitrary funding targets (see Parr 2014). While the killing off of scholarly work does not invariably mean the killing off of scholarly workers, it is clear that, across the UK, the term ‘academic leadership’ is ‘now unequivocally taken [to mean] “management of academic workers and institutions from above”’, and those that practise it have come to be ‘regarded as being worth more than academics of any sort.’ (Gupta 2015, parag. 5) In his last words to his colleagues, the late Prof. Grimm put it more forcefully, describing his employing institution in terms that at least some readers of this article may find resonant: as he saw it, it had become ‘a business with very few up in the hierarchy… profiteering and the rest of us… milked for money’, wherein the ‘formidable leaders’ that do the milking ‘treat us like shit.’ (Grimm 2014, parags. 12, 10, 16, reproduced in Parr 2014) It hardly needs pointing out that there has never been an attempt to demonstrate that academic work benefits from ‘leadership’ in the sense described by Gupta and Grimm: top-down control by target-setting, HR-sanctioned procedural bullying, and ‘strategic vision’. The drive for ‘leadership’ is, rather, part of an ideologically motivated investment in management at the expense of labour, clearly seen in the ballooning of executive salaries, both inside and outside educational institutions, during an age of so-called ‘austerity’.

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