Luxury and Creativity: Exploration, Exploitation, or Preservation?

Roberts, Joanne; Armitage, John

doi:10.22215/timreview913

Cited by 2 publications

(5 citation statements)

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“…In luxury industries, innovations take the form of design processes that manifest into new products, services, and experiences, but also new organizational processes, such as novel marketing strategies. In certain scenarios, innovation is visible to customers, as in the case of haute couture and luxury cars, which are luxury objects associated with high levels of creativity (Roberts & Armitage, 2015). At other times, innovation is visible only from the inside of organizations, as some luxury objects are attractive to customers precisely because they remain unchanged or uncreative, hence exhibiting low levels of creativity (Roberts & Armitage, 2015).…”

Section: Literature Review and Theoretical Propositionmentioning

confidence: 99%

“…These creative individuals are guardians of the brand identity and designers of the brand future. As part of an organization, they do not work alone, but with teams (Roberts & Armitage, 2015)-often from marketing and design functions-that should be capable of understanding and sharing the brand tradition. However, marketing and design functions have opposite responsibilities with respect to tradition, and these can hinder their capacity to cooperate in innovation projects.…”

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confidence: 99%

“…In certain scenarios, innovation is visible to customers, as in the case of haute couture and luxury cars, which are luxury objects associated with high levels of creativity (Roberts & Armitage, 2015). At other times, innovation is visible only from the inside of organizations, as some luxury objects are attractive to customers precisely because they remain unchanged or uncreative, hence exhibiting low levels of creativity (Roberts & Armitage, 2015). Even in this case, innovation can appear in the background.…”

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confidence: 99%

“…Thus, respecting tradition is critical to the design of new luxury products, services, and experiences. For this reason, luxury brands are often placed under the responsibility of creative individuals (Roberts & Armitage, 2015) such as the chef de caves of champagne houses or the noses of perfume houses. These creative individuals are guardians of the brand identity and designers of the brand future.…”

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Creative heritage: Overcoming tensions between innovation and tradition in the luxury industry

et al. 2020

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Marketing" and "design" teams often experience conflicts when cooperating on innovation projects. In luxury industries, these difficulties are exacerbated by a tension between innovation and tradition, which, in turn, causes a loss of originality and operational efficiency. Based on three case studies of a luxury champagne house, we provide evidence of the existence of a type of cognitive resource-a creative heritage-that can help marketing and design teams in luxury organizations manage these tensions, address destructive and creative tensions, and, hence, gain originality that is coherent with tradition and operational efficiency.

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Section: Literature Review and Theoretical Propositionmentioning

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Creative heritage: Overcoming tensions between innovation and tradition in the luxury industry

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“…These tensions are particularly strong in specific industries, such as in the luxury goods industry, as Roberts and Armitage (2015) emphasize in their article in this issue. Because of the volatile and dynamic nature of the environment, firms must navigate through contradictory requirements and develop organizational solutions and innovative practices to survive and prosper (Eikhof & Haunschild, 2007;Lampel & Shamsie, 2000).…”

Section: Patrick Cohendet and Laurent Simonmentioning

confidence: 98%

Introduction to the Special Issue on Creativity in Innovation

Cohendet

Simon

2015

Technology Innovation Management Review

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IntroductionManaging creativity in order to accelerate and improve innovation is the key management challenge that will be faced by companies in the coming years, and this challenge will be faced in an environment of ever-increasing complexity. These were the main findings of a recent face-to-face survey of 1500 CEOs, general managers, and senior public sector leaders around the globe (IBM, 2010). The effects of rising complexity -hybridizing business issues with social, environmental, and ethical concerns -and the sudden convergence of digital, social, and mobile spheres, call for CEOs and their teams to lead with bold creativity, connect with customers in imaginative ways, and design their operations for speed, agility, and flexibility to position their organizations for sustainable success.Business leaders across 16 sectors recognize creativity and innovation as their major challenges, and yet, they admit that they are not fully prepared to meet this challenge, as discovered in a recent survey of business trends and challenges by Strategy& (Rothfeder, 2015). The surveyed leaders identified three paths to explore in preparation for the upcoming evolution of business and markets: operational flexibility, two-way relationships with customers, and a greater focus on the medium-term future needs of customers. If social technologies, (big) data management, and analysis are going to play an important role in these transformations, then management -structure, processes, culture, and leadership -still has an essential role to play in setting up the right context for innovation to thrive.The articles contributed to this special issue include many examples of actual drastic changes made by organizations attempting to cope with creative challenges. Managing creativity is a challenge for all the different functions of the enterprise and leads us to reconsider traditional ways of managing marketing, human resources, logistics, accounting, and finance, as well as strategy and planning. As a result, creative orManaging creativity for innovation is a key challenge in today's economy; therefore, the management of ideas will play in increasing role in driving the growth and resilience of organizations. Rather than simple inspired insights, ideas have to be addressed as complex socio-cognitive processes, to be organized and managed. To benefit from the full value of new ideas, management must constantly balance the formal and the informal, the logic of creation and the logic of production, and must learn to couple idea-generation processes and innovation processes through renewed knowledge management practices. In this introduction to the Technology Innovation Management Review's special issue on Creativity in Innovation, the guest editors highlight the need to manage: i) ideation processes to foster creativity, ii) the tension that exists between the logic of creation and production; and iii) disruptive innovation to transform a traditional industry. Today… corporations spend Introduction to the Special Issue on Creativity in ...

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Luxury and Creativity: Exploration, Exploitation, or Preservation?

Cited by 2 publications

References 2 publications

Creative heritage: Overcoming tensions between innovation and tradition in the luxury industry

Creative heritage: Overcoming tensions between innovation and tradition in the luxury industry

Introduction to the Special Issue on Creativity in Innovation

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