BAM 2009

Issues arising from research into the emergence of enterprise in the creative industries Lorraine Warren Ted Fuller Sept 16, BAM 2009

Previous research (1)
Fuller and Warren et al (2004-8)
Complexity and entrepreneurship
Emergence of novelty (products, services, patterns of behaviour, firms, etc)
Methodological issues arising from tracking emergence
Airline, retail industries

Previous research (2)
Processes of emergence – experiments, reflexivity, organising domains, sensitivity
Ephemeral/stable emergents which may or may not persist over time, become strategically significant

CREATOR - EPSRC
Creative industries in the Digital Economy
A diverse range of increasingly cross-linked industries (e.g. arts, culture, heritage, gaming, performance, sports)
The potential for many inter-related (aesthetic) artefacts and services
Digital technology can establish new resonances between social practices and the techno-creative milieu
The need for continually (re) organising entrepreneurial & innovative team collaborations around new projects
Novel, sometimes unorthodox, combinations of people and technologies for which there may be no precedent
Values issues regarding interchange of artistic, cultural, social capitals (particularly where creative output is critical or challenging of powerful groupings).
Fluid, dynamic, indeterminate outcomes
Multiple levels of analysis, very intertwined

Projects
Short case studies, interviews, internet analysis, project based: how novelty arises through interactions between actors in study over time – stable emergents?
Proboscis, iShed, SCAN, IT-Innovation, Gesture/Embodied Interaction

Stable emergents
Sensory Threads: the ‘Rumbler’ a novel interactive soundscape device
Gesture: a unique combination of skill-sets in the sound/motion capture domain, supported by robust code
IT-Innovation: a potential business model as yet untested

Outcomes
Stable emergents with ontological status and causal power – NOT well-specified at outset
Particular business models, particular dominant logics, triggers for change
Command intensive resource and attention – may or may not be developed through to fruition
Can value be extracted? Processes that create value may not necessarily capture it!

Value creating ecologies (Hearn)
Concept of business model tends to over simplify
Consumers as co creators of value
Value chains to value networks
Product value to network value
Simple co-operation or competition to complex co-opetition and
Individual firm strategy to strategy in relation to value ecologies

Rethinking business models as value creating systems
Firms act to stabilise ephemeral emergents sufficiently to introduce them into value creating ecologies
3 types of model are necessary for creative people and activities to create value in a reproducible form:

3 models
a model that creates the conditions for creativity and reputation by establishing attractors; typically resources for co-operation.
a model that stabilises the emergent properties of the first; typically the creation of codified knowledge.
a model that enables the exchange of monetary value for this codified knowledge, and is more recognisable as a business model by investors

BAM 2009

by Lorraine Warren on Sep 20, 2009

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BAM 2009 — Presentation Transcript