The Creative Entrepreneur: A Framework of Analysis

AbstractThe term “creativity” is quite often used around us, especially lately, as today most people strive to be creative. The main reason for this is that creativity seems to represent an advantage in front of others. Entrepreneurs are extremely proactive and it is this orientation towards action which leads to their success in business, but also in their personal lives. The “creative entrepreneurship” has become a term which refers to the business activity of entrepreneurs belonging to the creative industries. The creative entrepreneur is the type of entrepreneur concerned with the creation and exploitation of creative or intellectual capital. He or she is an investor in his or her talent, but also in that of others. The aim of this paper is twofold: to offer an overview on creativity and creative entrepreneurship, and to make a comparative literature review of the creative entrepreneurs’ characteristics

PERSPECTIVES ON QUALITY IN MANAGEMENT EDUCATION AND TRAINING

ABSTRACT PERSPECTIVES ON QUALITY Although there are a large array of perspectives defining the concept of quality, the latest approaches focus on the customer: meeting and exceeding customer's need

CO-CREATION VALUE THROUGH CUSTOMERS PROACTIVE ENGAGEMENT: A CASE STUDY ON HEINEKEN (A)

In the modern dynamic business environment, the innovation practices for co-creating value provide for companies the instruments for generating sustainable development and increased business performance. Thus, successful innovation requires engaging external stakeholders in developing new ideas and solutions for new product development which satisfy customer’s needs and create value for the company. The online environment, through special platforms for open innovation and social media are used by companies in order to engage customers in co-creation by successful interaction and continuous dialogue. In this context, the Heineken company approach regarding open innovation involves policies, strategies, new product development efforts, team management interventions and on-going interactions with external stakeholders on platforms for co-creation value

CO-CREATION INNOVATION IN CONSUMER GOODS INDUSTRY - THE CASE OF BARILLA GROUP (B)

It is already proven the fact that creativity and being inventive is what helped people around the world to face and overcome the crisis or different financial hard times in their lives. As for companies, being creative is what helps them to growth and differentiate from competitors. For this very reason, a business strategy used by them is co-creation that focuses on customer experience and interactive relationships. As ascertained in part (A), the aim of this paper is to explore and identify the pro-active involvement of all interested parties in Barilla’s products development or improvement using cocreation and co-innovation as the main business strategy. The foreseen result is to emphasize the Barilla Factory platform’s characteristics for consumer’s engagement in the value creation and co-creation, using social media as the main tool

CREATIVE ENTREPRENEURSHIP IN EUROPE, A FRAMEWORK OF ANALYSIS

Creative Industries are those industries which combine the creation, production, and commercialization of creative elements. DCMS identified several “industrial” sectors, starting from advertising, architecture, art and antiques, and going to computer games, crafts, design, film and video, publishing, software, television and radio, all and each incorporating a different technology. Creative Industries are seen as a tool for innovation against poverty, having an important economic impact worldwide. Creative entrepreneurship represents the practice of setting up a business in a creative industry. The creative entrepreneur is an investor in talent, either his/hers own or others. The aim of this paper is twofold: to explore and identify the types of entrepreneurs in the Creative Industries and to explore the economic impact of the Creative Industries at EU level

CO-CREATION VALUE THROUGH CUSTOMERS PROACTIVE ENGAGEMENT- A CASE STUDY ON HEINEKEN (B)

The innovation efforts at Heineken company focus on using open innovation platforms in order to engage stakeholders in the co-creation process. Thus, the current case the study continued the emphasis on company’s approach regarding open innovation, focusing on digitizing innovation and the use of the online environment to interact with their customers, by collecting innovative ideas. The main purpose of the analyzed online platforms used by Heineken is the collaboration with external stakeholders, individual customers or innovative companies with activities based on technology, which may contribute to their innovations to providing new solutions for company’s areas of interest. The scientific the research aims to underline the importance of using online instruments for open innovation, highlighting the experience of Heineken, which engages innovators in the co-creation process, aiming to maintain a continuous dialogue with their customers and other external stakeholders

CO-CREATION IN ROMANIAN CONSUMER GOODS INDUSTRY

Increasingly often we hear around our terms like creativity, creation, co-creation, creative industries, prosumer. The literature indicates many definitions and explanations for them, but sometimes they are hard to understand and follow as well. These terms have been around us for years, but lately their use has increased as a result of the value creation that they bring to both consumers and manufacturers. The aim of this paper is to explore and identify those Romanian businesses /industries that use co-creation as a method to empower their customers. The foreseen result is to highlight the importance of co-creation, by using online platforms, for stakeholders’ engagement in the value creation, and to which extend Romanian companies use it

The requirement elicitation process of designing a collaborative environment – The [email protected] case

The software development industry is one that is under a constant pressure to deliver products that are innovative, fast to market and better suited to the costumers’ needs and expectations. In this context, the traditional approaches to product development can become obsolete, as the market and the end-users are dynamic and rather unpredictable and the latter’s active participation can sometimes make the difference between success and failure. The Agile approach, on the other hand considers extensive collaboration with all stakeholders paramount in all the stages of the software development process and for this, a variety of requirements elicitations techniques are used in order to obtain extensive input that leads to designing and developing enhanced products and applications. This paper presents the requirement elicitation process and techniques used in the development process of an open collaboration and innovation platform – [email protected] which is an experimental model dedicated to create a community where all relevant stakeholders from three specific creative industries, namely design, fashion design and crafts, can meet, interact, gain access and share information, knowledge and resources

THE INFLUENCE OF THE ENVIRONMENTAL ORGANIZATIONAL CAPABILITIES ON THE COMPETITIVE ADVANTAGE

This paper is positioned in the broader context of the natural resource-based theory of the firm and of the theory of dynamic capabilities. We have proposed the hypothesis that the organizational capabilities achieved by firms through environmental investments would lead to competitive advantages. Then we have tested this hypothesis, through the research method of survey, on a sample of 109 firms in the textile Romanian industry. In this sector, environmental management is more and more integrated into the operational the global activity of big retailers and there is a risk that smaller firms in the supply chain to have difficulties in fulfilling the requests of their retailer clients. The data was analyzed by the correlation and the regression method. The conclusions are that the organizational capabilities achieved through environmental investments influence positively only the competitive advantages based on costs and on differentiation, partially confirming our hypothesis