Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/24705
Title: Management of creativity in the contextual concerns of creative industries
Authors: Ma, H 
Keywords: Creative industries
Extrinsic motivation
Intrinsic motivation
Management of creativity
Issue Date: 2011
Publisher: Common Ground Publishing
Source: Design principles and practices : an international journal, 2011, v. 5, no. 4, p. 377-383 How to cite?
Journal: Design principles and practices : an international journal 
Abstract: Creative Industries are the promising developments for generating economic wealth and job opportunities. Unlike traditional industries, "Creative Industries" emphasize individual creativity and intellectual properties. Concepts from traditional industries will not work in these new industries owing to the fact that the true values are in the degree of desirable creativity embedded within the products more than just the fact that products are being manufactured. In another word, the same amount of capital and labor invested may generate totally different product values. Since creativity is a key factor in determining value, therefore improving creativity within the production process of any creative industry is paramount to its design. As indicated in a number of research findings, traditional management techniques in motivation may not work with creative workers. This research is a study on the behavior of creative workers towards intrinsic motivation. The research adopted a qualitative approach using intensive observation and interviews with a number of production companies for animation in different types of businesses. The collected data were analyzed through cross comparison and the findings were discussed thoroughly to come up with some conclusions. The research outcome is meant to gain better insight into creativity management and serves to set a foundation for further study in this area.
URI: http://hdl.handle.net/10397/24705
ISSN: 1833-1874
Appears in Collections:Journal/Magazine Article

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