Approaches to researching creative industries for management in digital economy

Abstract

Objective : to form and reveal the four research approaches to the study and management of creative industries; to systematize the material within the research area and object. Methods : analysis, synthesis, classification. Results : the rapid development of creative industries has become one of the key trends in entrepreneurship in recent years. To understand this phenomenon, the article explores the concept and features of creative industries in the digital economy. Based on the analysis of scientific literature, the stages of the evolution of the creative industries development and formation on a global scale are determined. Four approaches to the study of creative industries are formulated: as a set of economic activities; as a set of high-tech industries and services; as platforms for the creation of intellectual property objects; through the prism of a specific type of economic activity. Each of the four approaches has its own tools for the development, study and management of creative industries. Scientific novelty : to clarify the existing approaches in the study of creative industries; to form a list of approaches to the study and management of creative industries in the digital economy; to form tools for the management and development of creative industries in the digital economy based on the formed approaches. Practical significance : the results obtained may contribute to: (a) developing further research on the essence of creative industries in the digital economy based on the formulated four approaches to research and management of creative industries; (b) scaling up the positive experience of using the tools obtained in a certain creative industry to other creative industries, and (c) developing universal and specialized methods for creating intellectual property objects in creative industries, activating innovative, creative, intellectual activity in organizations of creative industries in the digital economy.

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