Value-creation processes in artistic interventions and beyond: Engaging conflicting orders of worth

Strauß, Anke

doi:10.1016/j.jbusres.2017.10.033

Cited by 17 publications

(18 citation statements)

References 10 publications

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“…Pubs innovate through the use of 'form and function' (Strauss, 2017), using design to enable strategic positioning to attract consumers (Countryman and Jang, 2006;Zemke et al, 2018).…”

Section: Discussionmentioning

confidence: 99%

Pubscape: innovation by design in the British pub

Martin

Jerrard

Wright

2019

IJCHM

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Purpose The decline of the British public house (pub), well documented over the past three decades, is often linked to detrimental social and economic conditions in communities. The purpose of this study was to explore brewery responses to turbulent market conditions for the pub trade, with a focus on innovation through design. Design/methodology/approach A longitudinal, qualitative study was conducted over 12 months, with 4 months of close participant observation within the company, to explore the experiences of a design team located within a medium-sized UK brewery. Findings The “pubscape” emerged, extending and augmenting earlier models of the “servicescape”, driven by an entrepreneurial shared vision recognising the importance of design and innovation in delivering the modern pub. Research limitations/implications A single case – one brewery – formed the basis for a longitudinal qualitative study, with the associated benefits and disadvantages typical of single case research in providing insights rather than measurable outcomes. Other cases and other research methods would allow testing of ideas, rather than exploration, and generate different perspectives. Practical implications The research indicates the value of adopting an entrepreneurial approach to address challenging trading conditions and shows the practical role that design can play in rethinking service offerings to fit consumer needs and aspirations. Originality/value New insights into modern pub management have emerged from this study, positioning design innovation as a route to delivering successful British destination pubs by innovating while retaining traditional brand values and local identity markers, using the “pubscape” as a specific way to envisage innovative servicescape environments.

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“…Pubs innovate through the use of 'form and function' (Strauss, 2017), using design to enable strategic positioning to attract consumers (Countryman and Jang, 2006;Zemke et al, 2018).…”

Section: Discussionmentioning

confidence: 99%

Pubscape: innovation by design in the British pub

Martin

Jerrard

Wright

2019

IJCHM

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“…Intermediaries like agencies, curators, mediators, and program managers are central to the impact and successful incorporation of an artistic residency in an organization [10] and the artscience collaboration process [43]. Professional consultants can fill this gap, though organizations need to be able to reflect on outcomes to allow potential experiences and learning from the ABI process to be internalized in the organization [44].…”

Section: Finding An Organizational Perspective On Supporting Artscienmentioning

confidence: 99%

“…The effects identified above demonstrate the power of ABIs in cultivating such leaders. As these effects and values from ABIs surface in the experience of artscience collaboration in organizations, it is a matter of space, reflection, and integration into the organization during and after the experience [44] that relevant outcomes can be harvested. These can range from innovation to organizational culture to the organization's ability to cope with environmental change.…”

Section: Organizational Learning Innovation Process and Cultural Trmentioning

confidence: 99%

“…Already Latham argued for system thinking to understand the opportunities for development artist-in-residence programs generate [24]; and organizational theorists point out that systemic perspectives also allow for better understanding of artistic contributions and effects of engagement with art in organizations [86]. Nevertheless, engagement in terms of reflection on the experience after the artscience interaction ended, integration of the effects in work processes and possible projects inspired by it is essential to allow for sustainable contributions [44]. This largely depends on how leadership supports the learning processes and integration of effects [38].…”

Section: Implications For Organizational Artscience Initiatives and Mmentioning

confidence: 99%

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An Organizational Perspective on ArtScience Collaboration: Opportunities and Challenges of Platforms to Collaborate with Artists

Schnugg¹,

Song

2020

Journal of Open Innovation: Technology, Market, and Complexity

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Artists are often seen as innovators and producers of creative and extraordinary new ideas. Additionally, experiencing art and artistic processes is an important opportunity for learning and exploration. Thus, corporations and scientific organizations have experimented with initiatives that generate artscience collaboration, such as fellowships, long-term collaborations with artists, and artist-in-residence programs. Looking at outcomes in the long-term, it is possible to identify important contributions to scientific, technological, and artistic fields that stem from artscience collaboration opportunities in organizations. On the other hand, it is often difficult to define immediate tangible outcomes of such processes as innovation as interdisciplinary interaction and learning processes are valuable experiences that do not always manifest directly in outcomes that can be measured. Drawing from cases of artscience programs and qualitative interviews with program managers, scientists, and artists, this article explores how artscience collaboration in an organization adds value and helps overcome organizational challenges regardless of such outcomes. By shifting the focus from the outcome to the process of artscience collaboration, it is possible to discover in more depth value-added contributions of artscience experiences on an individual level (e.g., new ways of knowing and thinking, understanding of materials and processes, and learning). Moreover, such contributions tell stories of connecting the process of artscience programs to the organizations’ goals of developing a new generation of leaders and driving a more adaptive, innovative culture. These benefits of artscience opportunities need to be supported by managerial activities in the organization. Thus, it enables a more differentiated understanding of possible contributions of artscience collaboration to organizations and helps to define the best model to create such opportunities. The article also recommends future research directions to further advance artscience collaboaration, especially in light of pertinent movements such as STEAM and Open Innovation, and promising developments in related fields such as neuro-aesthetics.

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“…To sum up, the value chain ideology of the music production industry and trends of the customer market play essential roles in final music products [20]. As Stefan and other scholars point out, stakeholders should maintain the best balance between working artistically and engaging in business concerns, the so called, "sweet spot" [21], as well as find the best coexistence model for art and business in order to create corporate value [22].…”

Section: Introductionmentioning

confidence: 99%

Exploring the Role of Deep Learning Technology in the Sustainable Development of the Music Production Industry

Weng

Chen

2020

Sustainability

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This study explores the role of deep learning technology in the sustainable development of the music production industry. This article surveys the opinions of Taiwanese music creation professionals and uses partial least squares (PLS) regression to analyze and elucidate the importance of deep learning technology in the music production industry. We found that deep learning cannot replace human creativity, but greater investment in this technology can improve the quality of music creation. In order to achieve sustainable development in the music production industry, industry participants need to awaken consumers’ awareness of music quality, actively enhance the unique value of their art, and strengthen cooperation between industries to provide a friendly environment for listeners.

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Value-creation processes in artistic interventions and beyond: Engaging conflicting orders of worth

Cited by 17 publications

References 10 publications

Pubscape: innovation by design in the British pub

Pubscape: innovation by design in the British pub

An Organizational Perspective on ArtScience Collaboration: Opportunities and Challenges of Platforms to Collaborate with Artists

Exploring the Role of Deep Learning Technology in the Sustainable Development of the Music Production Industry

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