Fashion designers and their business partners: Juggling creativity and commerce

Overdiek, Anja

doi:10.1386/infs.3.1.27_1

Cited by 4 publications

(10 citation statements)

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“…Ultimately, the substitutive effect supports the studies emphasizing that the paradox between two poles is cognitively straining and may not be reconcilable in one person (Overdiek, 2016;Rosing & Zacher, 2017).…”

Section: Theoretical Implicationssupporting

confidence: 58%

“…The perspective on innovation as avant‐garde and a way to express oneself shifts the view on work as a source of income (Chaston & Sadler‐Smith, 2011). This form of expression can inspire creativity and provide a sense of novelty and innovation (Overdiek, 2016). Chen and Tseng (2021) argue that creative entrepreneurs express their innate artistic skills and embody ideas through their new venture.…”

Section: Hypothesesmentioning

confidence: 99%

“…This finding is supported by previous studies pointing to the coexistence of business‐ and artistic‐related aspects (Eikhof & Haunschild, 2007). A solid business model provides a platform for self‐expression, while a combination of business and art can help stay adaptive and foster creativity and commercialization (Bridgstock, 2013; Overdiek, 2016). Active commercialization of the arts can create a new kind of expression, increase outreach and strengthen resources so that entrepreneurship can be used as a carrier platform to express one's passion and thus contributes in a complementary way to the creation of new art (Milanesi, 2018).…”

Section: Hypothesesmentioning

confidence: 99%

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Innovation in the creative industries: Linking the founder's creative and business orientation to innovation outcomes

et al. 2023

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Creative industries contain paradoxes because conflicting tensions arise between the market and the arts. Entrepreneurs need to find and maintain a balance between those two sides to create innovation. This study tests the interaction between business and creative orientations of a founder in their influence on innovation in the context of creative entrepreneurial firms and provides recommendations for how creative agents can leverage and manage their innovations based on their creative visions. Determinants on the individual level, such as the founder's creative or business orientations, have a lasting impact on the practices and process of their venture. To trace the imprinting influence of the founder's orientation on innovation, the empirical setting is a time‐lagged study of German firm owners in the cultural and creative industries surveyed 5 years apart. The results show a significant relationship between creative orientation and innovation, whereas business orientation does not significantly relate to innovation. However, creative and business orientations reveal a negative interaction effect. This study contributes empirical evidence to the paradox theory and the interaction between the opposite poles. Our findings provide valuable insights about the relevance of creative orientation and its visionary impact on the firms' innovation process. Furthermore, the results shed new light on the tension between art and the market, as different compositions of the two orientation poles seem to have a varying impact on the degree of innovation. Thus, the study reveals the complexity of creative entrepreneurship and provides managerial guidance for other knowledge‐based industries.

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Section: Theoretical Implicationssupporting

confidence: 58%

Section: Hypothesesmentioning

confidence: 99%

Section: Hypothesesmentioning

confidence: 99%

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Innovation in the creative industries: Linking the founder's creative and business orientation to innovation outcomes

et al. 2023

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“…Yet, business collaboration very much stays in that network. This is a situation literature also identified in the case of independent fashion designers and their business partners in the Netherlands (Overdiek, 2016).…”

Section: Conclusion and Discussionmentioning

confidence: 88%

Opportunities for slow fashion retail in temporary stores

Overdiek

2018

JFMM

Self Cite

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Purpose The purpose of this paper is to further theorize the concept of the “sustainable temporary store” and explore benefits and challenges for slow fashion retailers using temporary stores to promote a new value proposition and develop a business model. Design/methodology/approach The theoretical part combines the findings from marketing and human geography literature to theorize pop-up retailing from the slow fashion SME perspective. The empirical part uses a critical case study and a qualitative method approach (primary sources, half standardized interviews, ethnographic observation). Findings The study provides theoretical insights into five success criteria for the “sustainable temporary store” across geographies. Empirical findings allow for further conclusions about challenges in regards to spatial requirements and business modeling for slow fashion retail entrepreneurs in the Netherlands. Research limitations/implications Limitations of the study are the geographical scope of exiting literature on the global north and the restricted sample size. However, by selecting a critical case, careful geographically restricted generalizations can be made. Practical implications The study provides useful information for slow fashion entrepreneurs who want to use cheap temporary space to develop their retail business model. Social implications The results show that there is placemaking value (social value creation) in temporary slow fashion retailing. Originality/value The study provides a relevant contribution to the theory of pop-up retailing and more precisely to the concept of the “sustainable temporary store.” It also delivers a replicable empirical research design for other geographies.

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“…As Table 1 shows, several authors have investigated the relationship between ambidextrous leadership and team innovation [59,78,81,84,87,88]. Other authors have focused on the performance of companies that apply ambidextrous leadership [15,22,83], the characteristics of employees [90], organizational reform [92], and employee creativity [24,81,97].…”

Section: Scholar(s) Finding(s)mentioning

confidence: 99%

Ambidextrous Leadership, Social Entrepreneurial Orientation, and Operational Performance

2019

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In the knowledge era, new forms of organizing and managing firms emerge to adapt to new situations. One such new form of organizational management is ambidextrous leadership. Ambidextrous leadership combines opening leader behaviors, such as promoting creativity, and closing leader behaviors, such as accomplishing objectives and adhering to norms. Thus, the aim is to demonstrate that a social orientation is not at odds with measures of operational performance other than profitability. The purpose of this study is to examine how ambidextrous leadership is linked to social entrepreneurial orientation and how this in turn affects operational performance. This is done through a rigorous review of the literature.Sustainability 2019, 11, 890 2 of 15 proactiveness and innovativeness [15] to obtain a competitive advantage. The effects of the contingent factors of proactiveness and risk-taking orientation have been studied to learn how companies can innovate. This stream of research has yielded positive results [16]. Innovativeness is a central element in entrepreneurial orientation, as is proactiveness and risk-taking.However, social entrepreneurship requires another factor, which reflects the specific characteristics of such companies. This factor is social entrepreneurial orientation. The essence of social entrepreneurship is social entrepreneurial orientation [17]. Social entrepreneurial orientation refers to the combination of entrepreneurial orientation and reciprocity [18]. Reciprocity entails taking what society has received and returning it in the form of sustainable practices that benefit society as a whole. Innovation is a common element to the concepts of entrepreneurial orientation, social entrepreneurial orientation, and operational performance. Therefore, a managerial orientation conducive to fostering innovation is necessary.The leadership style that best promotes exploration and exploitation and, consequently, innovation is ambidextrous leadership [19]. Ambidextrous leaders employ opening leader behaviors to encourage employees to proactively seek novel ideas and solutions and then shift to closing leader behaviors to encourage workers to implement these ideas and solutions. Therefore, ambidextrous leadership has the capacity to promote proactiveness, innovativeness, and risk-taking by employees [20].The interaction between opening and closing behaviors predicts innovative performance in employees. Therefore, greater interaction between the two behaviors means higher levels of innovativeness [21,22]. Ambidextrous leadership influences employees' innovative performance [23] and creativity [24].The purpose of this study is to offer insight into the concept of ambidextrous leadership and then measure how ambidextrous leadership is linked to social entrepreneurial orientation. The main objective is therefore to measure how social entrepreneurial orientation affects firms' operational performance. A literature review of studies in the Web of Science-Social Sciences Citation Index (WoS-SSCI) database is present...

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Fashion designers and their business partners: Juggling creativity and commerce

Cited by 4 publications

References 0 publications

Innovation in the creative industries: Linking the founder's creative and business orientation to innovation outcomes

Innovation in the creative industries: Linking the founder's creative and business orientation to innovation outcomes

Opportunities for slow fashion retail in temporary stores

Ambidextrous Leadership, Social Entrepreneurial Orientation, and Operational Performance

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