Frederic C Godart

Biographic Data

ID285107
NAMEFrederic C Godart
GIVEN NAMESFrederic C
FAMILY NAMEGodart
SIGNATUREGODART F C
AFFILIATIONSDepartment of Sociology at Columbia University
VERIFIEDNo
TOTAL WORKS8
TOTAL CITATIONS64
AUTHOR COUNT8
EDITOR COUNT0
FIRST PUBLICATION YEAR2007
LATEST PUBLICATION YEAR2018
H-INDEX4

  • Why is Style Not in Fashion? Using the Concept of “Style” to Understand the Creative Industries

    Open AccessF Godart, Frederic C GodartCHAPTERFrontiers of Creative Industries2018

    Because we lack a usable definition of the concept of style to inform research on the creative industries, this chapter takes a first step toward developing a style-based perspective on them. The use of style in disciplines where the study of creative industries occupies a notable position (sociology, anthropology, cultural studies, and management) is compared and contrasted with a series of related concepts (status, fashion, trend, genre, moveme…

  • Culture, structure, and the market interface: Exploring the networks of stylistic elements and houses in fashion

    Open AccessF Godart, Frederic C GodartARTICLEPoetics2018Cited by: 11References: 71

  • Making the Most of the Revolving Door: The Impact of Outward Personnel Mobility Networks on Organizational Creativity

    F Godart, Frederic C Godart et al.ARTICLEOrganization Science2014

    We examine the impact of key personnel’s loss to competition on their former employers’ creative performance. Using archival data on the career histories of designers and the creative performance of their fashion houses between 2000 and 2010, we find that a house’s outward centrality in the network of personnel mobility—resulting from personnel departures—has an inverted U-shaped relationship with the house’s creative performance. This relationsh…

  • Empires, Federated Arrangements, and Kingdoms: Using Political Models of Governance to Understand Firms’ Creative Performance

    Open AccessKaren Barkey, F Godart et al.ARTICLEOrganization Studies2013

    Firms can be conceived as political entities in which various stakeholders struggle against each other to reach goals. From this standpoint, the organizational structure of a firm, together with the power relations and strategies deployed by stakeholders, constitute a governance regime. It is understood that the economic performance of a firm is impacted by the type of governance regime which is at play among its different stakeholders, but littl…

  • Trend Networks: Multidimensional Proximity and the Formation of Aesthetic Choices in the Creative Economy

    F Godart, Frederic C GodartARTICLERegional Studies2012Cited by: 4References: 30

    Godart F. C. Trend networks: multidimensional proximity and the formation of aesthetic choices in the creative economy, Regional Studies. In sociology, a key challenge is to comprehend the formation of aesthetic choices in the highly uncertain settings of the creative industries. The multidimensional proximity perspective – which goes beyond the geographical – developed in economic geography can be used to complement sociological approaches to th…

  • Network-Domains in Combat and Fashion Organizations

    Open AccessVictor P Corona, F Godart et al.ARTICLEOrganization2010

    This article adapts and extends the ‘network-domain’ concept from Harrison White’s Identity and Control in order to consider how social ties are interwoven with domains of meaning in organizations. Our interpretation claims that modalities of behaviour in organizations are consequences of identities’ persistent movements among positions in network-domains as well as organizational efforts to manage these movements. This idea is outlined through d…

  • Switchings under uncertainty: The coming and becoming of meanings

    Open AccessF Godart, Frederic C Godart et al.ARTICLEPoetics2010Cited by: 32References: 38

  • Mobilizing Identities: Uncertainty and Control in Strategy

    Open AccessHarrison C White, F Godart et al.ARTICLETheory Culture & Society2007Cited by: 17References: 6

    Some see the development and execution of strategy as necessarily driving outcomes of organizational activity, thereby ignoring counter-actions, stochastic disturbances and unintended consequences. We suggest an alternative to these deterministic assumptions based on a broader view of social organization and illustrated through case example. Strategy does imply some mobilization of network resources according to desired ends and projected events.…