In this module you will explore the internal dynamics of the creative enterprise beginning with the question of value: how is the value of cultural products created and measured, and how does it differ from the value of tangible goods? From here you will review the organisational structure of creative firms and networks and consider how these structures evolve. The final part of the module is devoted to strategy and planning – how do you plan for the future in a context of discontinuous change, risk and uncertainty?
Two themes are developed through the course as a whole, firstly the relationship between 'rational' organisational structures and 'irrational' creative processes, secondly the virtual nature of products and markets in the creative industries. These themes will be related to three areas of business organisation: financial planning, organisational structure and strategy.
Bilton, Chris (2006): Management and Creativity: from creative industries to creative management (Oxford: Blackwells)
Björkegren, Dag (1996): The Culture Business: Management Strategies for the Arts-Related Business (London: Routledge – out of print)
Cummings, Stephen and Wilson, David (eds.) (2002): Images of Strategy (Oxford: Blackwells 2003)
Handy, Charles (1994): The Empty Raincoat: Making Sense of the Future (London: Hutchinson)
Henry, Jane (ed.) (2006): Creative Management and Development (London: Sage)
Mintzberg, Henry, Joseph Lampel and Bruce Ahlstrand (1998): The Strategy Safari: a guided tour through the jungles of strategic management (Englewood Cliffs, NJ: Prentice Hall)
Ridderstrale, Jonas & Nordstrom, Kjell (2000): Funky Business: Talent Makes Capital Dance (FT Prentice Hall)