New ways in innovation management for sustainable value creation capacity: findings from Italian firms
A growing number of initiatives focus on the collaboration between cultural and creative industries (CCI) and companies from traditional business sectors. The underlying motivation behind this engagement is to uncover the hidden innovation potentials linked to the collaboration between what are considered unlike-minded businesses and practices.
A number of studies primarily focus on the macroeconomic effects of collaboration between CCI and other businesses. Empirical insights into the processes on the level of the individual firm are however still rare. A mini-study from C2C’s Italian project partner Prof. Dr. Giovanni Schiuma from the University of Basilicata and the Innovation Insights Hub in London shall therefore bring more light to the integration of artistic and creative practices into the innovation processes of companies from other business sectors. Together with his colleague Antonio Lerro (Arts for Business Institute), Prof. Schiuma selected a sample of 24 Italian firms and analysed them with respect to their level of integration of artistic and creative practices into their organizational processes and their impacts on business performance.
The report confirms that relationships between CCI and companies from traditional business sectors hence “do not respond to a planned strategy, but are rather the result of singular and sporadic links” and “are not part of a specific innovation management strategy.“ However, Giovanni Schiuma and Antonio Lerro identify and investigate a range of practical examples of how companies engage with creative industries in value creation partnerships. The authors observe that companies mainly establish relationships with CCI in order to respond to challenges in the realm of Corporate Social Responsibilty (CSR), marketing, branding and communication and new values for products and services. Little attention is given to the role that culture and creativity can play as drivers for organisational development and particularly as managerial approaches to support human resource development and engagement.
The findings of the report also point to a deficit of innovation support: even though there is a growing awareness of the need to collaborate with partners from the CCI, there is a huge lack of knowledge about how this kind cooperations can be stragically integrated into internal innovation management processes. The starting point for developing initiatives seems to be the commitment of the entrepreneur and/or the top management of companies as they are considered the most enabling factor for the development of effective relationships between businesses and CCI.
Download the full report here.