Guest Editors: Julia Connell, David Pick, Louis Geneste and Paull Weber, Curtin Business
School, Curtin University, Perth, Western Australia
Submission date: March 31, 2014
Statistics from many developed countries including the UK, USA, Australia and Italy, place the arts, cultural and creative sector at between 2-4 per cent of the total economy. The UNCTAD Creative Economy Report (2010) reinforces the notion that the development of the creative industries is heralding new opportunities for arts and culturally-based trade to be the drivers of innovation, job creation and social inclusion. Despite the growing importance of the creative industries, to date there has been limited academic focus on the role and functions of management. For example, it has been suggested that it is unrealistic to assume that all self-employed individuals within the creative industries are entrepreneurial (Carey and Naudin, 2006) although it has been proposed that careers within the creative industries resemble motivational aspects of the entrepreneurial ‘‘push’’ and ‘‘pull’’ theory (Orhan and Scott, 2001). Specifically, creative workers are ‘’pushed’’ to generate salaries, but are also ‘’pulled’’ by the self fulfillment that occurs through creative production processes. Consequently, workers in the creative industries have been described as ‘‘accidental entrepreneurs’’ as many are faced with significant exploitation (including self-exploitation), and challenges in adopting entrepreneurial practices (Banks and Hesmondhalgh, 2009; Coulson, 2012). Thus, Beckman (2007) argues that a modification of traditional concepts is needed to account for entrepreneurship within the creative sector and Hotho and Champion (2011) argue that there is a need for a more effective management approach towards entrepreneurial small businesses.
Moreover, Townley and Beech (2010) make a strong argument for exploring the challenges and opportunities of managing people in creative industries and Hodgson and Briand (2013) contend that more research is needed concerning managerial control practices. There are multiple fields within the scope of Management Decision that can and should engage with these opportunities. For example, entrepreneurship and strategy would seem obvious strands of research given the apparent linkages with innovation. In addition, attention could also be paid to creative economy strategies as they are becoming increasingly seen as a way of harnessing small scale initiatives built on cultural capital, in the sense that culture must be ‘’preserved’’ or at least respected, rather than exploited.
Given the emerging range of boundary issues and ideological debates concerning creative industry management, the co-editors seek submissions that focus on the examination of unresolved research questions and/or that provide new theoretical perspectives. In keeping with the emphasis of the journal on managerial decision areas, papers will be welcome on topics that include creative industries and management; entrepreneurship (including social enterprise); strategy; and innovation (including intellectual property).
We are also open to proposals that do not fit the above topics, although they may align with the theme of exploring how management and the creative industries might benefit from sharing knowledge.
The aim of this special issue is to encourage contributions that will help foster engagement between creative industry researchers and management scholars, in particular to frame management decision processes and practices that recognize the paradox inherent in the ‘’art’’ of ‘’managing’’ creativity. Mixed methods, quantitative and qualitative studies and conceptual papers are welcome.
Queries should be submitted directly to Louis Geneste
firstname.lastname@example.org or Paull Weber email@example.com
March 30, 2014: Submission of full papers submitted for refereeing
May 30, 2014: Authors receive feedback from referees
July 30, 2014: Full papers with revisions due
Late 2014/Early 2015: Journal volume published.
Please follow the journal guidelines for style and formatting. Full papers will be subject to a double-blind peer review process to ensure that the special issue maintains the excellent reputation and record of Management Decision.
The journal web site is located at: www.emeraldinsight.com/md.htm Please read through the author guidelines on the web site before submitting your paper. Submissions to Management Decision are sent through ScholarOne’s Manuscript Central, http://mc.manuscriptcentral.com/md
Full instructions regarding paper submission can be found on the site’s author guidelines. In particular, the manuscript should have a title of no more than 12 words.
Management Decision is a peer reviewed Journal with an impact factor of 3.787 for 2012 (released in 2013) and recorded a total of 2347 citations in 2012.
Subject Category: Business & Management.