New Research Processes and Business Models for the Creative Industries (original) (raw)
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Is it the 'medium is the message' when managing ICT-based creative industries? These industries have been affected by the advent of ICT-based creative tools that have changed how products and art are produced, and also how others see, hear, or find out about these products and works of art. This paper reviews literature on creative industries to gain an understanding of this milieu, where firms appear to be either large or small, with few in the middle. The focus on managerial changes is geared towards growing or larger companies. Governments recognize the importance of the digital transformation and support these industries as drivers of the economy, but as firms grow, can innovation be maintained? This paper reviews the literature examining what has happened between Leadbeater and Oakley's seminal 1999 work The Independents: Britain's New Cultural Entrepreneurs and Warhurst's critique of the state of the cultural and creative literature. This paper then goes further to examine why the management approaches of companies change over time, through the lens of the market life cycle. Although the tools used in the creative industries have changed to ICT-based in some sectors, how management changes as firms grow has not. This paper finishes with the author's thoughts on how to maintain creativity and innovation as a firm grows. ABSTRACT
R&D in the creative industries
Routledge eBooks, 2024
The absence of a theoretically consistent framework for deciding what is or is not a creative industry makes for inconsistent data collection regarding their activities, which has implications for methods, analysis, and sectorrelated policy recommendations. To achieve insight into how best to support and to grow the creative industries, accurate data needs to be collected, analysed, and shared differently. Though prior research programmes have attempted to address improvements to data-informed policy design in the creative industries, innovation has been relatively slow to be adopted, and data regarding the creative industries is often thought of as 'dark matter'. Based on research examining new methods for the ethical collection, storage, processing, and analysing of data in the creative industries that can support continuous learning, this chapter recommends two improvements: first, the growing body of research on novel frameworks for improving creative industries data should inform future directions for data platforms used by funding agencies and other strategic bodies. Second, interdisciplinary groups of stakeholders should collaborate on improving the creative industries data ecosystem for all.
Dynamic capabilities in the Creative Industries
Creative Industries Journal, 2017
The competitive dynamics of the UK's Creative Industries has changed considerably over the past decade and perhaps none more so than in the Publishing Industry. There is no doubt that this industry continues to undergo structural changes that compel firms to adapt and transform their business in response to the dynamic nature of competitive environment. Industries have long been examined by researchers from a strategic perspective with various themes of inquiry relating to; industry structure and positioning, industry evolution and development, industry lifecycle, industry change and industry consolidation. This paper argues that 'industry analysis' could usefully draw on Dynamic Capabilities Theory which argues for the strategic adaptation and reconfiguration of firm resources and capabilities in order to address a rapidly changing competitive environment. This paper will present empirical findings from a comparative time-series analysis (1997-2014) of the UK Publishing Industry and compare it to other industries categorised within the UK's Creative Industries. In doing so, this analysis will add to the limited knowledge base on industry level dynamic capabilities and extend our knowledge on inter-industry comparisons in performance following the reconfiguration of industry resources.
Newly emerging business models in the creative industries in the wake of increasing digitalisation
Zenodo (CERN European Organization for Nuclear Research), 2022
Version history table Version Date Modification reason Modifier(s) v.01 13.10.2021 The first draft circulated and revised within UTARTU Eneli Kindsiko (UTARTU), Ragne Kõuts-Klemm (UTARTU), Helen Eenmaa (UTARTU), Ingmar Pastak (UTARTU) v.02 20.04.2022 The second draft circulated and revised within UTARTU Helen Eenmaa (UTARTU) v.03 23.05.2022 Preliminary draft sent to peerreviewers Bartolomeo Meletti (UoG) v.04 10.06.2022 The third draft circulated and revised within UTARTU in response to comments from peer-reviewers Eneli Kindsiko (UTARTU), Ragne Kõuts-Klemm (UTARTU) v.05 16.06.2022 Full draft sent to peer-reviewers Helen Eenmaa (UTARTU) Legal Disclaimer The information in this document is provided "as is", and no guarantee or warranty is given that the information is fit for any particular purpose. The above referenced consortium members shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials subject to any liability which is mandatory due to applicable law.
Exploring industry level capabilities in the U.K. creative industries
Creative Industries Journal
The competitive dynamics of the UK's Creative Industries has changed considerably over the past decade and perhaps none more so than in the Publishing Industry. There is no doubt that this industry continues to undergo structural changes that compel firms to adapt and transform their business in response to the dynamic nature of competitive environment. Industries have long been examined by researchers from a strategic perspective with various themes of inquiry relating to; industry structure and positioning, industry evolution and development, industry lifecycle, industry change and industry consolidation. This paper argues that 'industry analysis' could usefully draw on Dynamic Capabilities Theory which argues for the strategic adaptation and reconfiguration of firm resources and capabilities in order to address a rapidly changing competitive environment. This paper will present empirical findings from a comparative time-series analysis (1997-2014) of the UK Publishing Industry and compare it to other industries categorised within the UK's Creative Industries. In doing so, this analysis will add to the limited knowledge base on industry level dynamic capabilities and extend our knowledge on interindustry comparisons in performance following the reconfiguration of industry resources.