The Early Bird Gets the Worm, But the Second Mouse Gets the Cheese: Non‐Technological Innovation in Creative Industries

Martín-Ríos, Carlos; Parga‐Dans, Eva

doi:10.1111/caim.12131

Cited by 32 publications

(21 citation statements)

References 51 publications

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“…In doing so, these firms may counteract structural inertia, coevolve, adapt and reinvent themselves over time (Lewin et al, ). It is likely that high levels of expansion actions, supported by high performance, can better moderate environmental decline; services better manage decline, increase their overall investment in innovation, and manage resources more efficiently (Erhardt et al, ; Martin‐Rios and Parga‐Dans, 2016a, 2016b).…”

Section: Discussionmentioning

confidence: 99%

Service innovation in times of economic crisis: the strategic adaptation activities of the topE.U.service firms

Martín-Ríos

Pasamar

2017

R & D Management

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This article examines the long‐term strategic adaptation activities top service firms use to respond to economic crisis. Based on a longitudinal dataset of 97 leading European service firms, it empirically conceptualizes three clusters or strategic types of organizational response to overcome long‐term financial strain experienced during 2008–2011, it tests the survivability of their strategic orientation and it assesses their relationship with organizational performance during the crisis (2008–2011) and in the post‐crisis period (2014–2016). Leading E.U. service firms that attempt to maximize adaptation by ‘Commitment‐to‐expansion’ (i.e., increase in R&D investment, strategic M&A and recruitment) ensure the long‐term survivability of their strategic orientation and generate growth in their operating profits, sales and market capitalization in contrast to service firms that implement cost‐oriented actions (layoffs and cutting back on R&D investment). These results extend the limited knowledge available on strategic adaptation in top E.U. service firms and provide insight into the role that different responses play in fostering recovery from ongoing economic and financial crisis, which have thus far remained empirically under‐researched.

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Section: Discussionmentioning

confidence: 99%

Service innovation in times of economic crisis: the strategic adaptation activities of the topE.U.service firms

Martín-Ríos

Pasamar

2017

R & D Management

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“…The societal, environmental, and technological changes of recent decades have increased unpredictability and accelerated the pace of change regarding innovation decisions in creative industries(Caniëls & Rietzschel, 2015;Martin-Rios & Parga- Dans, 2016). The societal, environmental, and technological changes of recent decades have increased unpredictability and accelerated the pace of change regarding innovation decisions in creative industries(Caniëls & Rietzschel, 2015;Martin-Rios & Parga- Dans, 2016).…”

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confidence: 99%

Motives for strategic alliances in cultural and creative industries

2018

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Cultural and creative industries are gaining importance in Western economies. In these industries, as in several other business sectors, micro-firms, i.e., firms that employ fewer than ten employees, are the predominant firm type. As these industries have become an integral part of most economies, the literature has started to explore the strategic behavior of cultural and creative microfirms. Although micro-firms are characterized by certain specificities that can affect how likely they are to engage in external relationships, there is a dearth of knowledge concerning collaboration through strategic alliances in this specific context. Seeking to advance the understanding of partnerships between micro-firms in cultural and creative industries, the purpose of this article is to reveal the specific motives for engaging in strategic alliances in this context. In doing so, we focus on six case studies of strategic alliances between micro-firms in cultural and creative industries in France. Our results show that strategic alliances involving creative micro-firms seek the reduction of overspecialization, target a high degree of quality of life and pleasure at work, and are envisaged only if there is trust and mutual support among the partners. Moreover, opportunism and necessity motivations guide the creative micro-firms' decision to enter strategic alliances.

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“…This means that businesses in the CIs can be very flexible, which in turn might explain the findings of De Propris () that after the 2008 financial crisis, firms in the CIs in the UK recovered faster than others. In a similar vein, Martin‐Rios and Parga‐Dans () argue that the non‐technological innovation practised in CIs can help firms cope with market downturns.…”

Section: Theoretical Backgroundmentioning

confidence: 96%

Growth strategies in creative industries

Sigurðardóttir

Candi

2019

Creat Innov Manage

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In recent years there has been increased emphasis, in both academic and political arenas, on the economic importance of the creative industries (CIs). As a result, policymakers are increasingly looking to the CIs as a source of potential growth. The literature on CIs suggests that these industries are predominantly content based rather than market based, with artistic priorities taking precedence over business concerns. This research examines growth strategies in the CIs using qualitative and quantitative methods. An in‐depth case study of 23 firms in CIs suggests that these firms tend to view growth as a secondary goal compared to the goal of creative output. The case study further yields the proposition that firms in the CIs can benefit from adopting what we refer to as an accordion growth strategy, in which firms grow and shrink to accommodate artistic content as well as in response to external forces. Statistical analysis of survey data confirms that firms in the CIs are less likely to have ambitions to grow and more likely to adopt an accordion growth strategy than firms in technology industries. These findings suggest that the policy emphasis on growth in the CIs might be misguided and should allow for alternating periods of growth and shrinkage.

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The Early Bird Gets the Worm, But the Second Mouse Gets the Cheese: Non‐Technological Innovation in Creative Industries

Cited by 32 publications

References 51 publications

Service innovation in times of economic crisis: the strategic adaptation activities of the topE.U.service firms

Service innovation in times of economic crisis: the strategic adaptation activities of the topE.U.service firms

Motives for strategic alliances in cultural and creative industries

Growth strategies in creative industries

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