Developing Creative Contexts: the challenge of articulating value Dr Lorraine Warren, School of Management, University of Southampton, Highfield, Southampton, UK, [email_address] Fátima São Simão, PINC – Creative Industries Centre of the University of Porto’s Science and Technology Park (UPTEC), University of Porto, Portugal, [email_address] Presented in Barcelona, 5-6 May 2011, Creative Regions in Southern Europe: Challenges and Opportunities
The Cultural and Creative Sector in Portugal , Augusto Mateus & Ass. for the Ministry of Culture, 2010
When compared with other European Countries, in terms Creative and Cultural Sector, Portugal finds itself somewhere between the most developed economies (like the UK) and the emergent and transition ones (like Poland);
Fragilites in terms of international trade: lack of support activities to the sector; difficulties in articulating strong production with weak distribution system; difficulties in valuing the Portuguese language internationaly.
Importance of the Creative Sector for the Portuguese Economy (3)
Importance of the Creative Sector for the Portuguese Economy (4)
Exploratory interview/observation methodology – see paper
The difficulty of implementing regional strategies (high dependence on centralized policies)
The need to work the dynamics between demand and supply for creative products and services;
The need to coordinate the Creative Sector with other economic sectors;
The need to narrow the gap between internal (Portuguese) and global market (language, copyright and distribution problems);
The need to develop an investment culture in the Creative Sector (venture capital, business angels, public funding, etc)
All the above are tangible elements typical of an emergent economic sector ; less tangible elements pertain to the creation and reinforcement of symbolic value , the societal context in which such change might take place:
Incomplete, or partial definitions of Creative Industries, in the local/national context (clearer distinction between cultural and creative activities);
Weakness of creative disciplines in education;
Relationships between and articulation of existing events and activities not well understood (atomized initiatives end up “cannibalizing” each other);
Fuller, T. and Warren, L (2008) Sustaining entrepreneurial business; a complexity perspective on processes that produce emergent practice, International Entrepreneurship and Management Journal, Vol 4/1, pp1-17 Fuller, T. and Warren, L., Thelwall, S., Alamdar, F. and D. Rae (2010), Rethinking Business Models As Value Creating Systems, Leonardo Transactions , VOLUME 43, ISSUE 1, 2010 Warren, L. and Fuller, T. (2010), Capturing The Dynamics Of Co-Production And Collaboration In The Digital Economy, Leonardo Transactions , VOLUME 43, ISSUE 2, 2010 Warren, L. and Fuller, T., (2009) Contrasting approaches to preparedness: A reflection on two case studies International Journal of Enterprise Information Systems 5/3, 60-71 Anticipation of value
In moving from value creation to value capture…3 types of model…
“ The first is a model that creates the conditions for creativity and reputation by establishing attractors; typically resources for co-operation.
The second is a model that stabilises the emergent properties of the first; typically the creation of codified knowledge or regularity of practice.
The third is one that enables the exchange of monetary value for this codified knowledge or regularity of practice, and is more recognizable as a business model by investors
Fuller, T., L. Warren, S. Thelwall, F. Alamdar and D. Rae (2010). "Rethinking business models and value creating systems." Leonardo; Journal of the international Society for the Art, Sciences and Technology 43(1): 2.
Connecting the business with the surrounding industry (local/regional/national/international): how are emergent products identified, articulated, refined and shaped in relation to industry perspectives
The identification, construction, selection and rejection of business models (in light of industry positions and funding structures: how are emergent business models and value propositions identified, articulated, refined and shaped in relation to industry perspectives
The identification, evaluation and selection of business and management training and development tools for organisational development and industry interaction: how do incubators relate to Business Schools and their methods, cultural shifts, knowledge transfer processes.