INNOVATION IN THE CREATIVE INDUSTRIES - CASE STUDY OF AN EVENT PLANNING COMPANY

Abstract

Creative industries have recently gained attention from economists and policy makers as they are said to contribute in a significant way to the economic and technological development of knowledge societies. In Romania there has not been too much talk about the way in which these industries are inserted in the larger chain of industrial innovation, nor about the particularities of their innovation processes which could provide interesting insights for the more traditional industries that are in need of a creativity boost. This paper seeks to fill this gap by offering a process view of business innovation in an event management company, which we argue has many of the characteristics encountered in organizations belonging to creative industries. Through an in-depth case study based on diary entries and interviews we uncover the way in which innovation is understood in this service sector and how this understanding is translated into repeatable business processes. Based on the review of the literature concerned with innovativeness in creative industries we have decided upon four important research themes: people, products, places and policies. By people we refer, first of all, to the entrepreneur who was asked to reflexively answer questions related to passions/interests, formal and non-formal knowledge and social capital in order to assess the entrepreneurial capacity. Also included in this category are the clients of the company and the employees, which represent major players in the innovation process during different stages. Places are important because they are used in the definition of innovation: something new to someone somewhere, and also because they are regarded as a source of inspiration and a possible hindrance in the implementation of the desired event design. Products encompass the raw materials that are used in creating the flower arrangements and the general room décor as well as the technologies that stand behind them, while policies refer to national or local governmental mechanisms that seek to guide and fund innovation. These categories represent (f)actors that bring important contributions to the innovation process, while at the same time representing sources of major business risks for the event management company. The article follows the way in which these four items interact during the innovation process which was split into four stages: idea generation, negotiation of the idea, preparations for implementation and implementation of the idea. We conclude with the observation that innovation in event planning is human centered, the main referential system being based on the dyad company-client, a thing which has not been explicitly researched until now. Also we suggest that before trying to understand the way in which companies innovate, it is critical to undergo a thorough assessment of the entrepreneurs' perception of business risks.

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