Manufactured Authenticity and Creative Voice in Cultural Industries

Jones, Candace; Anand, N.; Álvarez, José Luis

doi:10.1111/j.1467-6486.2005.00525.x

Cited by 94 publications

(67 citation statements)

References 14 publications

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“…For example, creative-rational tension occurs between commercial motivations and artistic license (Glynn Downloaded from informs.org by [131.111.164.128] Voss et al 2000). A similar tension occurs between two types of authenticity: individual creative expression, and manufactured authenticity, defined as the rational attempt to craft an artist's persona to attract the attention of customers, critics, and others (Jones et al 2005). Similarly, a game's design requires balancing the more rational interests of the market (e.g., tuning games to make them playable or usable by consumers) with the interests of developers in making a creative product.…”

Section: Understanding the Phenomenamentioning

confidence: 95%

Balancing the Tensions Between Rationalization and Creativity in the Video Games Industry

Tschang

2007

Organization Science

258

172

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This paper investigates the forces that influence creativity in the video games industry. We adopt a qualitative approach to guide the development of grounded theory across multiple levels of analysis, including the industry (consisting of multiple actors), organizational, and individual creator levels. Our study shows that business and production interests currently drive the rationalization of video game production. There is a maturing trend, with product designs becoming well established as genres, and consumers and publishers desiring incrementally innovative games. This leads publishers to focus on acquiring intellectual property, and publishers and studios alike to make incrementally innovative sequels. The increasing complexity of products leads to further rationalization in their development. However, the need to satisfy consumers' continually evolving tastes and game developers' inclinations to be creative also creates tensions with these rational forces. Different actors balance these tensions differently. Studios may seek to balance these by shifting between more and less innovative products, by creating original intellectual property to increase their bargaining power with publishers, and by iterating and repositioning products during development to adapt them to the market. Publishers may enhance their portfolio by hiring highly creative designers into their stable. New products are created through combinative creativity, that is, the recombination of existing ideas from different sources into new products. The connection of combinative mechanisms with the balancing behavior at the firm level provides a means for understanding the evolution of innovative products and, therefore, industries.

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Section: Understanding the Phenomenamentioning

confidence: 95%

Balancing the Tensions Between Rationalization and Creativity in the Video Games Industry

Tschang

2007

Organization Science

258

172

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“…In contexts lile symphony orchestras and haute cuisine, however, 'optimal creativity' is understood primarily in qualitative terms, such as crafting and maintaining an authentic creative identity (Jones, Anand, & Alvarez, 2005). The research that we review below suggests that this may be better served by Directive creative leadership.…”

Section: Last But Not Least Different Organizational and Industry Comentioning

confidence: 99%

“…In their study of Italian chefs Moreno Cedroni and Davide Scabin, they found that when these chefs experiment with new recipes they use techniques, such as 'codification' and 'teachability', to ensure the serial and impeccable reproduction of the new recipes later in their restaurants by second chefs and cooks. Jones et al (2005) noted that authenticity can be claimed either by subjecting one's creative voice to the perpetuation of tradition or by crafting a unique and distinctive creative identity. Haute cuisine has strong norms for authenticity and creativity, a fact that allows top chefs to produce creations that carry their personal, distinctive, and discernible signature.…”

Section: Haute Cuisine Chefsmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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“…Leading and coordinating creative organizations requires a capacity for balancing the decision-making across contradictory forces, often requiring trade-offs between artistic excellence and financial viability (Caves, 2000;DeFillippi et al, 2007;Jones et al, 2006;Lampel et al, 2000). As a result, creative organizations present an opportunity to examine significant potential for conflict in multiple leadership organizations.…”

Section: Introductionmentioning

confidence: 98%

Impact of dual executive leadership dynamics in creative organizations

2009

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The paradoxical co-existence of business and artistic objectives in creative organizations provides a useful background to explore the conflict dynamics of dual executive leadership. Using a social psychological lens, eight case studies of non-profit performing arts companies in Canada generated two sets of findings that highlight 1) types of conflict dissemination beyond the duo and 2) their co-occurrence with conflict types impacting on the organization's ability to function well. The study also re-confirmed types of conflict as found in the leadership duo.

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Manufactured Authenticity and Creative Voice in Cultural Industries

Cited by 94 publications

References 14 publications

Balancing the Tensions Between Rationalization and Creativity in the Video Games Industry

Balancing the Tensions Between Rationalization and Creativity in the Video Games Industry

Creative Leadership: A Multi-Context Conceptualization

Impact of dual executive leadership dynamics in creative organizations

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