Managing creativity and innovation The challenge for cultural entrepreneurs

The purpose of this study is to distinguish managing creativity from managing innovation and highlight the importance for cultural entrepreneurs of recognizing the differences between the two. The methodology used is based on government-sponsored research project looking at access to finance in the...

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Bibliographic Details
Published inJournal of small business and enterprise development Vol. 12; no. 3; pp. 366 - 378
Main Authors Wilson, Nicholas. C., Stokes, David
Format Journal Article
LanguageEnglish
Published Bradford Emerald Group Publishing Limited 01.01.2005
Subjects
Behavior
Collaboration
Comparative analysis
Corporate management
Creative industries
Creativity
Entrepreneurs
Entrepreneurship
Exploitation
Innovations
Music industry
Musicians & conductors
Skills
Small business
Social research
Studies
Value chain
Venture capital
United Kingdom > UK
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Summary:The purpose of this study is to distinguish managing creativity from managing innovation and highlight the importance for cultural entrepreneurs of recognizing the differences between the two. The methodology used is based on government-sponsored research project looking at access to finance in the UK music industry. Interviews were carried out with cultural entrepreneurs, finance providers and industry experts. A conceptual model of work and creative production put forward by is used as a foundation for analysis. The findings of the study highlights the importance of recognizing the differences between managing creativity and innovation, and call for effective management of them both, through developing business communication skills, external focus and promotional strategies. The different nature and role of collective activities associated with promoting creativity and innovation are highlighted.
Bibliography:SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 14
ISSN:1462-6004
1758-7840
DOI:10.1108/14626000510612286