Managing Project-Based Organization in Creative Industries

Abstract

This review examines the project based organization literature as applied to creative industries. The industries referenced in this review include those in the popular classifications such as DCMS (Department for Culture, Media and Sport, 1998), namely advertising, architecture, art and antiques, computer games, crafts, design, designer fashion, film and video, music, performing arts, publishing, software, TV and radio (Cunningham, 2002). The review opens with a definition of Project Based Organization and locates PBO within various literature definitions. Next the review examines three elements of all Project Based Organizations: 1. the project Roles and identities of project participants, 2. the Relationships amongst project participants (including both past, current and prospective relationships) from both an internal project team and external project network perspective, and 3. the Routines that provide either experimental variation or procedural continuity and efficiency within and across projects that arise within project based organizations. The review will seek to identify some recurring challenges or dilemmas regarding roles, relationships and routines within creative sector based Project Based organizations and suggest patterns of resolutions of those challenges or dilemmas from the extant PBO literature. The paper concludes with an examination of three contexts relevant to resolving these PBO challenges.

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