Cultural and creative entrepreneurs

Abstract

In an era of change, increased complexity and big challenges accompanied by a contraction of public support to the cultural and creative sector, the figure of the cultural and creative entrepreneur becomes particularly relevant in the arts, culture and creative industries. Cultural and creative entrepreneurs bear idiosyncrasies that can be of significant interest not only for other more general entrepreneurs but also for their overall impact on the wider economy and society. Creative entrepreneurs, more than other entrepreneurs, crucially rely and build on networks to start and develop their ventures. Business models represent the principal tool through which entrepreneurs combine, plan and manage external and internal resources and ideas and assess their output and performance. An understanding of cultural and creative entrepreneurship is helpful for general entrepreneurs, because creative entrepreneurs can constitute rather 'extreme' cases of challenges for entrepreneurship, as well as zones of experimentation. Concepts such as clusters and stakeholders are related to creative entrepreneurs and the creative sector.

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