http://organizationsandmarkets.com/2007/11/10/the-organizational-implications-of-creativity/ Economics of organizations, strategy, entrepreneurship, innovation, and more Sun, 12 Feb 2012 08:11:55 +0000 hourly 1 http://wordpress.com/ http://organizationsandmarkets.com/2007/11/10/the-organizational-implications-of-creativity/#comment-72433 Sun, 28 Dec 2008 23:38:25 +0000 http://organizationsandmarkets.wordpress.com/2007/11/10/the-organizational-implications-of-creativity/#comment-72433 [...] var gaJsHost = ((“https:” == document.location.protocol) ? “https://ssl.” : “http://www.”);document.write(unescape(“%3Cscript src=’” + gaJsHost + “google-analytics.com/ga.js’ type=’text/javascript’%3E%3C/script%3E”));var pageTracker = _gat._getTracker(“UA-4767732-1″);pageTracker._initData();pageTracker._trackPageview();Join the Creative Classsearch:go >owacreative class exchangeRichard Floridacreative class groupcreative class communitiesWho’s YOUR City?Creative ClassThe source on how we live, work and play« Things That Make You Go Hmmmm …Creative Class, Clothing, and Wealth »by Richard FloridaTue Nov 13th 2007 at 6:00am ESTCreativity and Organization Sounds a bit like an oxymoron, I know, but a new study outlines the issue this way:Management faces a fundamental tradeoff in organizing such activities. On the one hand,since creativity cannot be achieved by command and control or bymonetary incentives, internal/contractual production of creativeproducts is plagued by hazards arising from their fundamentalcharacteristics: extremely high input, output and market uncertainty,and the inherent informational advantages of creative talent. Procuringhighly creative products in the market place, though, exposes thedistributor to a fundamental risk: independently produced creativegoods are generic distribution-wise. Thus, in procuring creativeproducts in the marketplace, distributors face the unavoidable winner’scurse risk. Since this risk is, to a large extent, independent of thecreative nature of the product, the higher the creative content, thehigher the relative hazards associated with internal or contractualproduction. Thus, internal/contractual production of creative goodswill tend to be less prevalent the higher the creative contentassociated with its production. We apply this insight to the evolutionof the U.S. film industry in the mid-XXth century.  …  We developempirical implications which we test by analyzing in detail thedecision by distributors to produce films internally or to procure thenin the market place, in the face of an increase in the demand forcreative content.The study by Ricard Gil and Pablo Spiller is here (pointer via Organizations and Markets). [...]

]]> http://organizationsandmarkets.com/2007/11/10/the-organizational-implications-of-creativity/#comment-57948 Sat, 10 Nov 2007 10:52:38 +0000 http://organizationsandmarkets.wordpress.com/2007/11/10/the-organizational-implications-of-creativity/#comment-57948 [...] post by Peter Klein Leave a [...]

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