Managerial Innovation in Film Production

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[...] Participants in the study may tend to provide responses perceived as socially 'acceptable or favorable, rather than reflecting their true opinions and experiences.' This phenomenon is particularly relevant in the context of semi-structured interviews, where direct interaction between the researcher and the participant influences the nature of the responses provided. For example, participants may be tempted to downplay internal problems or overestimate the effectiveness of innovative management practices adopted by their organization, in order to conform to perceived interviewer expectations or maintain a positive image of their company. This social desirability bias manifests in several ways. On the one hand, participants respond in a way that presents themselves in a favorable light, emphasizing their successes and minimizing their failures or difficulties. [...]

[...] How were these challenges overcome, if at all? 12. What persistent obstacles still exist today and how do you think they could be overcome? Part Impact on Performance 13. How do you evaluate the impact of managerial innovations on the performance of films produced by your company? 14. What indicators do you use to measure this impact? 15. Can you provide concrete examples where a managerial innovation improved or worsened the performance of a film or production? Part Future Perspectives 16. [...]

[...] This approach allows for comparing management practices and the impacts of innovation across different organizational contexts. Additionally, particular attention is paid to including participants who have experienced significant periods of transition or change in their careers, in order to gather relevant knowledge on management innovation. 2.4 Data Collection Tools and Instruments The main tools used for data collection in this study are semi-structured interview guides. As explained several times above, the guide is developed to structure the discussions while leaving enough flexibility for participants to express their experiences and viewpoints freely. [...]

[...] The impact of managerial innovation on performance. French Review of Management 161-174. 25. Hamel G., Breen B. (2007). The future of management, Harvard Business School Press, Boston, version française, Éditions Vuibert, Paris, 2008. 26. Combessie, J. (2007). The Method in Sociology. Paris : La Découverte. [...]

[...] To address these challenges, strategies can be implemented. Clear and transparent communication about the benefits of innovations is essential to overcome resistance to change. Progressive and strategic investment allows for more effective management of budget constraints, introducing innovations in stages and measuring their impact before large-scale deployment. Ongoing training and dedicated technical support are essential to develop the necessary skills and facilitate technological adaptation. Mediation and conflict management can help resolve internal tensions and promote a culture of collaboration and innovation. [...]