Knowledge sharing and development of creative fashion designers' careers: the role of intermediary organisations

Tremblay, Diane Gabrielle; Yagoubi, Amina

doi:10.1504/ijkbd.2014.063991

Cited by 10 publications

(12 citation statements)

References 40 publications

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“…Some recent works have stressed the importance of relational capital in the context of intellectual capital and knowledge flows and business development (Bontis, 2001;Tremblay and Yagoubi, 2014); this research confirms this role for IT and gaming.…”

Section: Resultssupporting

confidence: 76%

“…As creative capital is more and more the object of attention in critical/unorthodox views on innovation, we also wanted to determine to what extent IT firms could be interested in more creative sources of knowledge in order to be more competitive on the basis of creative ideas, leading to more innovation, as had been observed in other sectors, such as fashion (Tremblay and Yagoubi, 2014). It seems the interest is limited to some firms that are more active in the gaming industry, while the more traditional large IT firms are less open to the creative talents, or don't really see the interest for their business.…”

Section: Resultsmentioning

confidence: 99%

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Innovation in the IT sector: intermediary organisations as a knowledge sharing strategy?

Tremblay

2016

IJKBD

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Shortened abstract:While traditional neoclassical economics view the individual entrepreneur as source of competitiveness, and the market economy as source of economic growth, it has recently been recognized that collective leadership and entrepreneurial activity are often at least as important. Also, knowledge has replaced physical capital as the main source of competitiveness and creation of a competitive advantage over other firms through networks and knowledge sharing. However, it is often unclear how this knowledge can be gained. Some authors contest the neoclassical individualistic view and consider that networks and industrial clusters can foster such knowledge exchanges. We hypothesized that the IT sector would be interested in collective ways of accessing knowledge, and sought to determine what modes of governance or intermediaries could make this happen.The paper analyzes these intermediaries and their contributions to the IT/multimedia/gaming sector in Montreal, the cluster policy which favors knowledge exchanges, the collective over the individual. However research has not looked into the type of governance of organizations or intermediaries. We thus hypothesized that the IT sector would be interested in collective ways of accessing relational capital and knowledge, and sought to verify if this was the case and if so, what modes of governance or intermediaries could make this happen. The paper analyses these intermediaries and their contributions to the IT/multimedia/gaming sector in Montreal, the cluster policy which favors knowledge exchanges, the collective over the individual. ABSTRACT

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Section: Resultssupporting

confidence: 76%

Section: Resultsmentioning

confidence: 99%

Innovation in the IT sector: intermediary organisations as a knowledge sharing strategy?

Tremblay

2016

IJKBD

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“…Following this designation, the Bureau de Design and the Bureau Mode Montréal (BMM) were created in 2009, proposing a new action plan, the fashion strategy "Montréal style libre" 6 and a new interactive and evolving online tool, the Fashion Map, showing the locations of the different designers and their venues (shops, stores, retailers) across the different neighbourhoods. Therefore, the city is distinguished by developing its creative talents (Pilati, Tremblay, 2008;Pecqueur, 2006), by being simultaneously an Anglophone and a Francophone "young city" (ED.2, our interview), by offering a favorable environment: low cost rents and quality of life (ED.1, our interview), and it has a "superb fine reputation within the Canadian context" (ED.3, our interview) [10].…”

Section: Montreal Hub Of Fashion and Design A Positive Context For Dementioning

confidence: 98%

“…First, many designers have had to move into new types of careers, more flexible and uncertain trajectories over their life course, as is often the case in creative careers [9] [10]. Second, new designers coming into the labour market are directly projected into less stable careers, as the more traditional "internal labour market" careers have been replaced by nomadic, "boundaryless" careers [8].…”

Section: Introductionmentioning

confidence: 99%

Being a Fashion Designer in Montreal: Flexible Careers across the Life Course!

Yagoubi¹,

Tremblay²

2016

JHRSS

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Our article addresses the evolution of the fashion designer career over the last century, and situates this in the context of the "creative city" of Montréal: "UNESCO City of design" (2006). In the context of the complex world of local fashion, one form of the World of Art [1], we explore the reality of the flexible career and theprecarious form of work of fashion designers in Montreal. For this, we present a brief historical overview of the development of the profession in order to understand how the profession of fashion design has emerged locally and how careers have developed and transformed over the years and the designers' life courses. After this overview, we examine the more recent development and the new vision of this profession in the context of the creative economy and particularly the paradox of a career situated between the artistic endeavour and the entrepreneurial and financial challenges. Methodologically, this study is based on a literature review as well as on three series of interviews conducted over the past years (2010-2013) with some (48) designers as well as organizations and associations working in the fashion industry. However, here we use mainly the case of one designer, Jean-Claude Poitras, as a particular illustration.

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“…The provincial government initiated a working group after the 2012‐2013 budget comprised of twelve major firms in the fashion sector. One conclusion of the working group in 2013 was to create a fashion cluster for the industry to act collectively in a more important and structured way (Tremblay and Yagoubi ; Yagoubi and Tremblay ; Yagoubi and Tremblay ). The Montreal fashion cluster was launched in May 2015.…”

Section: Toronto’s Fashion Sectormentioning

confidence: 99%

Local government, multilevel governance, and cluster‐based innovation policy: Economic cluster strategies in Canada’s city regions

Galvin¹

2019

Can Public Adm

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This article examines the relationship between local government economic development policy and multilevel governance, and investigates whether multilevel governance can be effectively implemented in key sectors, using two case studies of the aerospace and fashion sectors. This article seeks to answer the following questions: What inhibits the formation of multilevel collaborative governance institutions in these sectors? What implications does this have for urban economic development policy for the City of Toronto, and by extension, other cities across Canada? The case study evidence suggests that these institutions are forming in other cities such as Montreal and contributing to their success. So why is Toronto different?Sommaire : Cet article a pour but d'étudier la relation entre la politique de développement économique du gouvernement local et la gouvernance multi-niveaux et d'examiner si l'approche de gouvernance à plusieurs niveaux peut être mise en oeuvre efficacement dans des secteurs clés, en s'appuyant sur deux études de cas dans les domaines de l'aérospatial et de la mode. L'article vise à répondre aux questions suivantes : Qu'est-ce qui entrave la création d'institutions à plusieurs niveaux de gouvernance collaborative dans ces secteurs? Et quelles en sont les implications pour la politique de développement économique urbain pour la Ville de Toronto, et par extension, d'autres villes à travers le Canada? Les éléments probants de l'étude de cas indiquent que ces institutions se forment dans d'autres villes comme Montréal et contribuent à leur succès. Ainsi, pourquoi la Ville de Toronto est-elle différente?

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Knowledge sharing and development of creative fashion designers' careers: the role of intermediary organisations

Cited by 10 publications

References 40 publications

Innovation in the IT sector: intermediary organisations as a knowledge sharing strategy?

Innovation in the IT sector: intermediary organisations as a knowledge sharing strategy?

Being a Fashion Designer in Montreal: Flexible Careers across the Life Course!

Local government, multilevel governance, and cluster‐based innovation policy: Economic cluster strategies in Canada’s city regions

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