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Creative Industry Management: Oxymoron or Opportunity?

Special issue call for papers from Management Decision

Extended call for papers

Management Decision is inviting papers by 30th June 2014 for consideration in a special issue on Creative Industry Management: Oxymoron or Opportunity?


Statistics from many developed countries including the UK, USA, Australia & 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 (Farr-Wharton, 2012). For example, it has been suggested that it is unrealistic to assume that all self-employed individuals within the creative industries are entrepreneurial (Carey & Naudin, 2006) although it has been proposed that careers within the creative industries resemble motivational aspects of the entrepreneurial ‘push’ and ‘pull’ theory (Orhan & 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 & 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) 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 upon 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:

  1. Management
  2. Entrepreneurship (including social enterprise)
  3. Strategy and
  4. 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

Guest Editors

Julia Connell, David Pick, Louis Geneste and Paull Weber, Curtin Business School, Curtin University, Perth, Western Australia. Queries should be submitted directly to Louis Geneste [email protected] or Paull Weber [email protected]

Key Dates

  • June 30, 2014: submission of full papers submitted for refereeing.
  • August 31st, 2014: authors receive feedback from referees
  • September 30, 2014: full papers with revisions due
  • 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 website is located at Please read through the author guidelines on the website before submitting your paper. Submissions to Management Decision are sent through ScholarOne's Manuscript Central, 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 twelve words.


Banks, M & Hesmondhalgh, D 2009, 'Looking for work in creative industries policy', International Journal of Cultural Policy, vol. 15, no. 4, pp. 415-30.

Beckman, G 2007, 'Advernturing arts entrepreneurship curricula in higher education: an examination of present efforts, obstacles and best practices. ', The Journal of Arts Management, Law, and Society, vol. 37, no. 2, pp. 25-34.

Carey, C & Naudin, A 2006, 'Enterprise curriculum for creative industries students: An exploration of current attitudes and issues', Education + Training, vol. 48, no. 7, pp. 518-31.

Coulson, S 2012, 'Collaborating in a competitive world: musicians' working lives and understandings of entrepreneurship', Work, Employment and Society, vol. 26, no. 2, pp. 246-61.

Farr-Wharton, B 2012, 'Southern Gold Coast Music Hub: Resolving Policy Gaps through Cluster Management', Asia Pacific Journal of Management Theory and Practice, vol. 34, no. 2, pp. 52-9.

Hodgson, D., & Briand, L. (2013). Controlling the uncontrollable: 'Agile' teams and illusions of autonomy in creative work, Work Employment Society, 27(2): 308-325

Hotho, S., & Champion, K. (2011). Small businesses in the new creative industries: innovation as a people management challenge. Management Decision, 49(1), 29-54.

Orhan, M & Scott, D 2001, 'Why Women Enter Into Entrepreneurship: An Exploratory Model', Women in Management Review, vol. 16, no. 5/6, pp. 232-44.

Townley, B., & Beech, N. (Eds.). (2010). Managing Creativity: Exploring the Paradox. Cambridge University Press.

UNCTAD 2010, Creative Economy Report 2010; the challenges of assessing the creative economy: towards Informed Policy-making, United Nations, Geneva.