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BAM 2009


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Presentation for entrepreneurship track of BAM 2009

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BAM 2009

  1. 1. Issues arising from research into the emergence of enterprise in the creative industries Lorraine Warren Ted Fuller Sept 16, BAM 2009
  2. 2. Previous research (1) <ul><li>Fuller and Warren et al (2004-8) </li></ul><ul><li>Complexity and entrepreneurship </li></ul><ul><li>Emergence of novelty (products, services, patterns of behaviour, firms, etc) </li></ul><ul><li>Methodological issues arising from tracking emergence </li></ul><ul><li>Airline, retail industries </li></ul>
  3. 3. Previous research (2) <ul><li>Processes of emergence – experiments, reflexivity, organising domains, sensitivity </li></ul><ul><li>Ephemeral/stable emergents which may or may not persist over time, become strategically significant </li></ul>
  4. 4. CREATOR - EPSRC <ul><li>Creative industries in the Digital Economy </li></ul><ul><li>A diverse range of increasingly cross-linked industries (e.g. arts, culture, heritage, gaming, performance, sports) </li></ul><ul><li>The potential for many inter-related (aesthetic) artefacts and services </li></ul><ul><li>Digital technology can establish new resonances between social practices and the techno-creative milieu </li></ul><ul><li>The need for continually (re) organising entrepreneurial & innovative team collaborations around new projects </li></ul><ul><li>Novel, sometimes unorthodox, combinations of people and technologies for which there may be no precedent </li></ul><ul><li>Values issues regarding interchange of artistic, cultural, social capitals (particularly where creative output is critical or challenging of powerful groupings). </li></ul><ul><li>Fluid, dynamic, indeterminate outcomes </li></ul><ul><li>Multiple levels of analysis, very intertwined </li></ul>
  5. 5. Projects <ul><li>Short case studies, interviews, internet analysis, project based: how novelty arises through interactions between actors in study over time – stable emergents? </li></ul><ul><li>Proboscis, iShed, SCAN, IT-Innovation, Gesture/Embodied Interaction </li></ul>
  6. 6. Stable emergents <ul><li>Sensory Threads: the ‘Rumbler’ a novel interactive soundscape device </li></ul><ul><li>Gesture: a unique combination of skill-sets in the sound/motion capture domain, supported by robust code </li></ul><ul><li>IT-Innovation: a potential business model as yet untested </li></ul>
  7. 7. Outcomes <ul><li>Stable emergents with ontological status and causal power – NOT well-specified at outset </li></ul><ul><li>Particular business models, particular dominant logics, triggers for change </li></ul><ul><li>Command intensive resource and attention – may or may not be developed through to fruition </li></ul><ul><li>Can value be extracted? Processes that create value may not necessarily capture it! </li></ul>
  8. 8. Value creating ecologies (Hearn) <ul><li>Concept of business model tends to over simplify </li></ul><ul><li>Consumers as co creators of value </li></ul><ul><li>Value chains to value networks </li></ul><ul><li>Product value to network value </li></ul><ul><li>Simple co-operation or competition to complex co-opetition and </li></ul><ul><li>Individual firm strategy to strategy in relation to value ecologies </li></ul>
  9. 9. Rethinking business models as value creating systems <ul><li>Firms act to stabilise ephemeral emergents sufficiently to introduce them into value creating ecologies </li></ul><ul><li>3 types of model are necessary for creative people and activities to create value in a reproducible form: </li></ul>
  10. 10. 3 models <ul><li>a model that creates the conditions for creativity and reputation by establishing attractors; typically resources for co-operation. </li></ul><ul><li>a model that stabilises the emergent properties of the first; typically the creation of codified knowledge. </li></ul><ul><li>a model that enables the exchange of monetary value for this codified knowledge, and is more recognisable as a business model by investors </li></ul>