The balance between formal and informal managerial practices: managing ambidexterity in creative industries

Susana C. Silva, Joanna Radomska

Research output: Chapter in Book/Report/Conference proceedingConference contributionpeer-review

Abstract

Creative industries (CI) is a business field characterised by the existence of creativity, permanent adjustment and volatility that sets the ground for management. This means that in this industry, attributes such as flexibility and the ability to adapt to the rapidly changing operating conditions [Roitzsch et al., 2012] seem to gain additional importance. This is probably why this sector is mainly characterised by small and medium sized companies. Divergently, in larger companies, more inclined to act according to plans, less dextary is expected and therefore, less ability to adapt [Dean, Brown, Bamford, 1998]. The main aim of the paper is to investigate the managerial actions of business managers of CI that enable to connect the volatility and variability of the environment described with the high level of creativeness that is required. In order to respond to this question it is necessary to investigate the managerial practices that enable to find the balance between the simultaneous pressure on innovativeness and effectiveness of the actions taken, and in that way manage the paradoxes that could be identified. For this purpose, we interviewed 10 companies located in a second tier group of countries, where for governments CI are apparently strategic, but the value they add and the jobs created can still improve. Among our interviews in what concerns strategy formality and external priority in relations we were able to identify consistencies. However, in what concerns the practices used in shaping the internal relations, there was no consistency among our sample. Our overall conclusions are that companies are more and more moving away from the traditional option of informal approach focused inward to a more hybrid approach in which formal focus outward dosis is also considered, which confirms the thesis that ambidexterity is becoming a characteristic of the companies in the CI sector.
Original languageEnglish
Title of host publicationEURAM 18
Subtitle of host publicationResearch in Action
EditorsEythor Ivar Jonsson
Place of PublicationReykjavik
PublisherEuropean Academy of Management
Pages1-28
Number of pages28
ISBN (Print)9782960219500
Publication statusPublished - 2018

Keywords

  • Ambidexterity
  • Paradox theory
  • Strategy
  • Relations
  • Creative industries

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