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Innovating Shakespeare: The Politics of Technological Partnership in the Royal Shakespeare Company’s The Tempest (2016)
- Author(s):
- Amy Borsuk (see profile)
- Date:
- 2019
- Group(s):
- Digital Humanists, Performance Studies, Shakespeare
- Subject(s):
- Shakespeare, William, 1564-1616, Theater
- Item Type:
- Article
- Tag(s):
- digital economy, motion capture, Royal Shakespeare Company, Digital culture, Shakespearean institutions, Shakespeare performance
- Permanent URL:
- http://dx.doi.org/10.17613/qmm8-ws98
- Abstract:
- This article examines the Royal Shakespeare Company’s (RSC) recent focus on digital ‘innovation’ by analysing the relationship between their emerging digital-focused business practices and digital performance practice for The Tempest (2016). To assess this relationship, I first review the socioeconomic context of 21st century neoliberal UK economic policy that encourages arts organisations such as the RSC to participate in innovative digital production practices. I follow with a definition and deconstruction of ‘innovation’ as a key term in UK economic policy. I then demonstrate how the RSC has strategically become involved in innovation practices throughout the 2010s. I will then analyse the digital, motion-capture performance practices the RSC developed in partnership with Intel and motion-capture studio The Imaginarium for The Tempest. In doing so, I will demonstrate that The Tempest serves to legitimise the RSC’s status as a competitor and collaborator in the wider digital economy.
- Metadata:
- xml
- Published as:
- Journal article
- Status:
- Published
- Last Updated:
- 5 years ago
- License:
- Attribution-ShareAlike
humanities-08-00042-v2-1.pdf