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2010/2011  KAN-CBP_CIPS  Creative Industries, Processes and Strategies

English Title
Creative Industries, Processes and Strategies

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Mandatory
Level Full Degree Master
Duration One Semester
Course Period Autumn
Time Table Please see course schedule at e-Campus
Study Board
Study Board for MSc of Social Science
Course Coordinator
  • Mark Lorenzen - Department of Innovation and Organizational Economics
Main Category of the Course
  • Marketing
  • Economic and organizational sociology
Last updated on 29 maj 2012
Learning Objectives
The aim of the course is to enable students to
  • Understand basic business economic concepts and methods relevant to strategy making in creative business processes
  • Understand the role of creativity for value creation and competitiveness, including the nature of different market types for creative products
  • Identify and analyze innovation issues special to creative business processes, including customization and experimentation
  • Identify and analyze organizational issues special to creative business processes, including project organization, firm boundary problems, networks, clustering and different firm types in the creative industries
  • Apply basic strategy analysis related to creative business processes to real-life business cases
Oral exam based on mini-project
Marking Scale 7-step scale
Censorship Internal examiners
Exam Period October
The exam is an individual oral exam based on a mini-project. The mini-project must be written in groups of 3-5 (max.15 pages) or individually (max. 10 pages).

If a student is ill during the regular oral exam, he/she will be able to re-use the mini-project at the make-up exam. If a student is ill during the writing of the mini-project and did not contribute to the mini-project, the make-up exam can be written individually or in groups (provided that other students are taking the make-up/re-exam). If the student did not pass the regular exam, he/she must make a new revised mini-project (confer advice from the examiner) and hand it in on a new deadline specified by the secretariat.

As regards the individual oral exam the following exams requirements apply:
Students must, in a mini-project, demonstrate his/her ability through a combination of theory, methods and empirical material to provide an in-depth study of a problem of scientific relevance within the required literature of the course.
Prerequisites for Attending the Exam
Course Content

The course lays the foundation for applying business economics method to creative business processes. It defines the most basic categories, issues, and methods applied during the whole CBP. Students are introduced to issues associated with complex economic activities that are typically found in creative industries or in departments working with creative activities in other industries. It also provides an industry structure overview.

Teaching Methods
Teaching takes place mainly in large classes and consists of a mixture of dialog-based lectures, presentations, discussions and assignments/cases.

Books for purchase in the CBS book shop:

  • Caves, R (2000), Creative Industries: Contracts Between Art and Commerce, Cambrige, MA: Harvard University Press
  • Hesmondhalgh, D (2002), The Cultural Industries, London: SAGE.

Cases for download:

  • Case 1, One size does not fit all
  • Case 2,Is creativity always enough?

Assignments for download:

  • Workshop 1 Assignment
  • Workshop 2 Assignment
  • Mini Conference Assignment

Articles for download:

  • Lorenzen et al. (2010), Creativity and creative industries, excerpts from “Creativity, value, and organization”, forthcoming in Jones, Lorenzen and Sapsed (eds.) Oxford Handbook of Creative Industries, Oxford: Oxford University Press, 2012.
  • Eikhof and Haunschild (2006), Lifestyle meets market: Bohemian entrepreneurs in creative industries, Creativity and Innovation Management, 15/2: 234-241.
  • Mintzberg, H. (1987), The strategy concept I: five P's for strategy, California Management Review, Vol. 30 No.1, pp.11-24.
  • Goodman, R.A.; Goodman, L.P. (1976): Some Management Issues in Temporary Systems: A Study of Professional Development and Manpower - The Theatre Case, American Journal of Sociology: 494-501
  • Faulkner, Robert R. and Anderson, Andy B. (1987): Short-Term Projects and Emergent Careers: Evidence from Hollywood, American Journal of Sociology, vol 92, no. 4 (January 1987): 879-909
  • Winch and Schneider (1993): Managing the knowledge-based organization: The case of architectural practice, Journal of Management Studies, Nov 93, Vol. 30.
  • Hill and Johnson (2003): When Creativity is a must: professional “Applied Creative” Services, Creativity and innovation management, 12, 4, December 2003
  • Lorenzen and Frederiksen (2005)The Management of Projects and Product Experimentation: Examples from the Music Industry, European Management Review, vol 2, no. 3.
  • Whitley, R (2006) Project-based firms: new organizational form or variations on a theme? Industrial and Corporate Change2006 15(1):77-99
  • Grabher (2002): Cool projects, boring institutions: Temporary collaboration in social context, Regional Studies, vol. 36,no. 3.
  • Maskell and Lorenzen (2004)The Cluster as Market Organization, Urban Studies, vol. 41, no. 5/6: 975-993.
  • DeFillippi, R and M B Arthur (1998), Paradox in Project-Based Enterprise: The Case of Film Making, California Management Review vol. 40, no. 2.
  • J. Lampel, T. Lant and J. Shamsie, “Balancing act: learning from organizing practices in cultural industries,” Organization Science, Vol. 11, No. 3 (2000), 263-269.
  • Lorenzen, M and L Frederiksen (2006), Experimental pop music: Product innovation in the project ecology of the pop music industry, in Hearn (ed.), If your Company were a Cockroach: How to survive in the new business ecology, Brisbane: Queensland University of Technology: 43-58.