The role of balanced centricity in the Spanish creative industries adopting a crowd-funding organisational model

Abstract

Purpose -The purpose of this paper is to analyse the structures of the relationships between actors in the creative industries sector using crowd-funding, and how co-creation is the basis for reaching balanced centricity in the creative industries. Design/methodology/approach -The Many-to-Many Marketing Theory, Service-Dominant Logic and Service Logic are the theoretical bases for explaining how the changing roles of the actors in the creative industries sector have given the crowd a great capacity for deciding in the value-creation process. A qualitative, case-based approach is used, given the complexity of the phenomenon to be analysed. Findings -The findings of the empirical approach have important theoretical and practical implications. On the theoretical side, it analyses the importance of balanced centricity instead of customer centricity as the basis for system stability. Findings also have implications for service managers, as this can be considered an alternative for certain business projects, especially in the creative industries sector, where a growing demand is identified, not only as a method of financing, but also as a strategy for strengthening the bond with customers. Practical implications -The study has implications for practitioners and scholars. With respect to managers, the "balanced centricity in cultural crowd-funding" model constitutes a significant contribution, because it replaces the prominent position which until now has been enjoyed by the consumer, with the overall balance of the system, in other words, with aiming to benefit all agents. This translates into a change in how strategies are understood and applied in organisations, as in every decision organisations will have to keep in mind the implications that their decisions and actions have on the rest of the agents, with the objective of managing to exploit their "strategic potential". Strategic planning actions are identified. Originality/value -This paper is the first to analyse balanced centricity as the basis for system stability in the creative industries. The new tasks of the customer as a selector and financer of projects increase the roles assigned to the co-creation concept and improve the knowledge of Network Theory for the creative industries.

What causes imbalance in complex service networks? Evidence from a public health service

“…Notable exceptions include studies by Frow and Payne (2011), Quero and Ventura (2015), and Hillebrand et al (2015) that provide preliminary insights into the importance of balance and ways to achieve this. While the insights garnered shed light on the drivers of balance, they do not explore why service network imbalance (i.e., the situation where legitimate interests of at least one actor in a complex service network are not secured) might occur in the first place.…”

“…For example, Frow and Payne (2011) propose a five-step process to help focal firms move towards a more informed balance across different stakeholders, which includes (1) identifying all relevant actors, (2) determining their core values, (3) facilitating dialogue and knowledge sharing among different actors, (4) identifying opportunities for value co-creation, and (5) co-creating actor value propositions. Quero and Ventura (2015) explore the role of quality of information exchanges and actor-to-actor relationships to achieve balanced centricity in the creative industry. Hillebrand et al (2015) stress the importance of a stakeholder-orientation, which focuses on "value co-creation in network relationships rather than just dyadic relationships and acknowledge the potential of indirect creation of value" (p. 412).…”

Pengaruh Jam Kerja Dan Pengalaman Kerja Terhadap Pendapatan Dan Kesejahteraan Pekerja Pada Industri Genteng

“…aspek kesejahteraan pekerja, sehingga mereka mampu memberikan himbal hasil yang baik apabila perusahaan mampu memenuhi aspek kesejahteraan bagi pekerjanya. Kesejahteraan merupakan suatu bentuk perasaan dan kondisi aman, nyaman, dan damai yang dirasakan oleh seseorang karena kebutuhan akan hidup yang layak dapat terpenuhi secara maksimal dan berkelanjutan(Quero, 2015). Wayan Agus Widiana dan I Wayan Wenagama.…”

The co-creation of services

“…The Japanese information technology provider Fujitsu positions co-creation at the heart of its vision to drive human-centric innovation; BMW, the German automobile and motorcycle producer, launched the BMW Group Co-Creation Lab to co-create products and services with different groups of people; and the U.S. technology provider IBM considers co-creation, through a partnering strategy, as integral to its reinvented business model (Bartl et al, 2013;Fujitsu, 2019;Sargen, 2018). Labelled the "secret sauce to success," with "the power to change the world" (Crandell, 2016;Reinholds, 2019), services co-creation has become a widely used buzzword, linked to capitalising on the wisdom of the crowds and moving beyond traditional organisational boundaries (Quero and Ventura, 2015;Russo-Spena and Mele, 2012). Echoing this practical enthusiasm, academia has praised co-creation as an essential asset for service innovation (Ryzhkova, 2015), market performance (Carbonell et al, 2012), and service quality (Gill et al, 2011).…”

“…In response to the first research question, the focused literature review identified several terms that subject to a similar meaning as the co-creation of services. The terms that appeared most frequently in the reviewed 80 articles are co-creation (e.g., Russo-Spena and Mele, 2012;Witell et al, 2011), involvement (e.g., Carbonell et al, 2012;Cheng et al, 2012), engagement (e.g., Jahn and Kunz, 2012;O'Brien et al, 2015), participation (e.g., Engström and Elg, 2015), co-design (e.g., Gebauer et al, 2010;Quero and Ventura, 2015), co-production (e.g., Guo et al, 2013;Mende and van Doorn, 2015), and co-consumption/pro-sumption (Quero and Ventura, 2015;Witell et al, 2011). Other terms brought up in the literature, although less frequently, are servuction (Gebauer et al, 2010), collaboration (Ordanini and Parasuraman, 2011), interaction (Alam, 2011), and cooperation (Hsieh et al, 2013).…”