European Management Review – Special Issue: Bohemian like you? Managing people and organizations in creative industries

The creative industries comprise “industries supplying goods and services that we broadly associate with cultural, artistic, or simply entertainment value” (Caves, 2002: 1) and are typically taken to include architecture and design, film, television, video, radio and publishing, fine arts, music and the performing arts, software and computer gaming, advertising and crafts (DCMS, 2001). In the last two decades, the creative industries have attracted the interest of scholars from different disciplines because of their substantial and growing contribution to the contemporary economy and their specific characteristics, which have led to them being viewed as an avant-garde of innovation and knowledge intensive production (e.g., Lampel, Lant & Shamsie, 2000; Townley et al., 2009). Moreover, in line with the recent phenomenon of the culturalization of traditional economic sectors – i.e. the emergence of the “non-utilitarian aesthetic and semiotic” features of goods and services as catalysts for consumer attraction (Scott, 2010: 116), creativity is increasingly considered a key resource for both the success of companies and the economic development of entire regional and national economies (Markusen & Schrock, 2006; UNCTAD, 2010).

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