AccScience Publishing / AC / Online First / DOI: 10.36922/ac.2974
Submit to AC
Cite this article
16
Download
389
Views
Journal Browser
Volume | Year
Issue
Search
Forthcoming Issue
Current Issue
View All
News and Announcements
View All
ARTICLE

Business models transformation in the creative industries: Performing arts organizations in the post-COVID era

Silvia Cacciatore1,2*
Show Less
1 Ministry of Culture, Directorate-General for Contemporary Creativity, Rome, Italy
2 Department of Management, Venice School of Management, Ca’ Foscari University, Venice, Italy
AC, 2974 https://doi.org/10.36922/ac.2974
Submitted: 20 February 2024 | Accepted: 8 April 2024 | Published: 14 October 2024
© 2024 by the Author(s). This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution -Noncommercial 4.0 International License (CC-by the license) ( https://creativecommons.org/licenses/by-nc/4.0/ )
Download PDF
Cite
XML
Abstract

Rapid changes in the business models (BMs) of cultural and creative industries (CCIs) have occurred recently, owing largely to the dynamics accelerated by the COVID-19 pandemic and technological evolution, which have resulted in a strong interconnection between social, cultural, and digital challenges. The present review highlights the main changes that the COVID-19 pandemic has brought to the BM of 12 Italian performing arts organizations using a mixed research methodology (qualitative and quantitative) carried out through semi-structured interviews, a strengths, weaknesses, opportunities, and threats analysis, and an analysis of the economic-financial data of the organizations involved. The paper presents the study’s main findings and contrasts them with some recent scientific research on BM, allowing for comparison and debate on significant issues developed (new technologies and social and environmental impact). The uniqueness of the approach employed in this review lies in recognizing these characteristics, particularly the challenges of sustainability, as critical in producing value for CCI.

Keywords
Business models
Performing arts organizations
Cultural and creative industries
Sustainability
Funding
The research carried out for this paper was funded by the project Comunità Artistiche Digitali (CAD; Code: 3706- 0002-818-2020, CUP: H79G20000460007), and the project Affrontare le Prossime Distanze (APPRODI; Code: 3706- 0001-818-2020, CUP: H79G20000450007).
Conflict of interest
The author declares no conflicts of interest.
References
  1. Müller M, Grieshaber J. How sustainable are cultural organizations? A global benchmark. Sustainability Sci Pract Policy. 2024;20:1. doi: 10.1080/15487733.2024.2312660

 

  1. Osterwalder A, Pigneur Y. Business Model Generation. Hoboken: Wiley and Sons; 2010.

 

  1. Geissdoerfer M, Vladimirova D, Evans S. Sustainable business model innovation: A review. J Clean Prod. 2018;198:401-416. doi: 10.1016/j.jclepro.2018.06.240

 

  1. Stubbs W, Cocklin C. Conceptualizing a sustainability business model. Organ Environ. 2008;21:103-127. doi: 10.1177/1086026608318042

 

  1. Garetti M, Taisch M. Sustainable manufacturing: Trends and research challenges. Prod Plan Control. 2012;23:83-104. doi: 10.1080/09537287.2011.591619

 

  1. Schaltegger S, Hansen E, Lüdeke-Freund F. Business cases for sustainability and the role of business model innovation. Int J Innov Sustain Dev. 2012;6:95-119. doi: 10.1504/IJISD.2012.046944

 

  1. Bocken N, Short S, Rana P, Evans S. A value mapping tool for sustainable business modelling. Corpor Gov. 2013;13(5):482-497. doi: 10.1108/CG-06-2013-0078

 

  1. Boons F, Lüdeke-Freund F. Business models for sustainable innovation: State-of-the-art and steps towards a research agenda. J Clean Prod. 2013;45:9-19. doi: 10.1016/j.jclepro.2012.07.007

 

  1. Wells PE. Business Models for Sustainability. Cheltenham: Edward Elgar; 2013.

 

  1. Upward A, Jones P. An ontology for strongly sustainable business models defining an enterprise framework compatible with natural and social science. Organ Environ. 2015;29:97-123. doi: 10.1177/1086026615592933

 

  1. Abdelkafi N, Tauscher K. Business models for sustainability from a system dynamics perspective. Organ Environ. 2016;29:74-96. doi: 10.1177/1086026615592930

 

  1. Geissdoerfer M, Bocken NM, Hultink EJ. Design thinking to enhance the sustainable business modelling process. J Clean Prod. 2016;135:1218-1232. doi: 10.1016/j.jclepro.2016.07.020

 

  1. Evans S, Vladimirova D, Holgado M, et al. Business model innovation for sustainability: Towards a unified perspective for creation of sustainable business models. Bus Strategy Environ. 2017;26:597-608. doi: 10.1002/bse.1939

 

  1. Hart SS, Milstein MB. Creating sustainable value. Acad Manage Perspect. 2003;17:56-69. doi: 10.5465/ame.2003.10025194

 

  1. Johnson MW, Christensen CM, Kagermann H. Reinventing your business model. Harv Bus Rev. 2008;86:50-59.

 

  1. Yu D, Hang D. A reflective review of disruptive innovation theory. Int J Manage Rev. 2010;12:435-452. doi: 10.1111/j.1468-2370.2009.00272.x

 

  1. Björkdahl J, Holmén M. Editorial: Business model innovation-the challenges ahead. Int J Prod Dev. 2013;18:213-225.

 

  1. Chesbrough H. Business model innovation: Opportunities and barriers. Long Range Plan. 2010;43:354-363. doi: 10.1016/j.lrp.2009.07.010

 

  1. Zott C, Amit R, Massa L. The business model: Recent developments and future research. J Manage. 2011;37:1019-1042. doi: 10.1177/0149206311406265

 

  1. Vladimirova D. Transformation of Traditional Manufacturers Towards Servitized Organisations. England: Cranfield University; 2012.

 

  1. Girotra K, Netessine S. OM forum-business model innovation for sustainability. Manuf Serv Oper Manage. 2013;15:537-544. doi: 10.1287/msom.2013.0451

 

  1. Yang M, Vladimirova D, Rana P. Sustainable value analysis tool for value creation. Asian J Manage Sci Appl. 2014;1(4):312-332.

 

  1. Travkina E, Sacco PL. Culture Shock: COVID-19 and the Cultural and Creative Sectors. France: Organisation for Economic Cooperation and Development (OECD); 2020.

 

  1. Hosseini E, Rajabipoor Meybodi A. Proposing a model for sustainable development of creative industries based on digital transformation. Sustainability. 2023;15(14):11451. doi: 10.3390/su151411451

 

  1. Li F. The digital transformation of business models in the creative industries: A holistic framework and emerging trends. Technovation. 20209;2-93:102012. doi: 10.1016/j.technovation.2017.12.004

 

  1. Guest G, Bunce A, Johnson L. How many interviews are enough? An experiment with data saturation and variability. Field Methods. 2006;18(1):59-82. doi: 10.1177/1525822X05279903

 

  1. Burger C. Business Model Disruption and Innovation during COVID-19 in the Creative Content Industries. London: Creative Industries Policy and Evidence Centre; 2020.

 

  1. Lin AC. Emerging key elements of a business model for sustaining the cultural and creative industries in the post-pandemic era. Sustainability. 2023;15:8903. doi: 10.3390/su15118903

 

  1. Metzger S, Splint M. You are here: Theatre during the pandemic. Theatre Perform Notes Counternotes. 2024;1(1):48-64. doi: 10.5325/tpnc.1.1.0048

 

  1. Micheli MR, Jansen J. Goal orientation and business model innovation in dynamic environments: Evidence from the creative industries. Creat Innov Manage. 2023;33:1-16. doi: 10.1111/caim.12588
Share
Back to top
Arts & Communication, Electronic ISSN: 2972-4090 Published by AccScience Publishing
We use cookies on our website to ensure you get the best experience.
Read more about our cookies here
Accept