Innovation, Employment and Education
Edited by Greg Hearn, Ruth Bridgstock, Ben Goldsmith and Jess Rodgers
Chapter 11: Learning processes in Creative Services teams: towards a dynamic systems theory
The fastest-growing segment of jobs in the creative sector are in those firms that provide creative services to other sectors (Hearn et al., Chapter 1 in this volume; Cunningham, Chapter 2 in this volume). There are also many Creative Services (architecture and design, advertising and marketing, software and digital content occupations) workers embedded in organizations in other industry sectors (Cunningham and Higgs 2009). Goldsmith (Chapter 9 in this volume) shows, for example, that the financial services sector is the largest employer of digital creative talent in Australia. But why should this be? We argue it is because ‘knowledge-based intangibles are increasingly the source of value creation and hence of sustainable competitive advantage’ (Mudambi 2008, 186). This value creation occurs primarily at the R & D and the marketing ends of the supply chain. Both of these areas require strong creative capabilities in order to design for, and to persuade, consumers. It is no surprise that Rodgers (Chapter 7 in this volume), in a study of Australia’s manufacturing sector, found designers and advertising and marketing occupations to be the most numerous creative occupations. Hearn and Bridgstock (2014, 83) suggest that the creative heart of the creative economy . . . is the social and organisational routines that manage the generation of cultural novelty, both tacit and codified, internal and external, and [cultural novelty’s] combination with other knowledges . . . produce and capture value.
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