business

Download paper: Developing creative capital: what can we learn from the workplace?

Creativity is known to be of central importance to the generation of new ideas, new ways of working and innovation. Creativity and the harnessing of creative capital are essential for the success of firms, in fields as diverse as the creative industries and multi-media to computing, engineering, architecture, science and technology and in public sector organizations. This paper reviews research which identifies how the creative capital of organizations is enhanced and applied and suggests that programs, practices and processes can be developed to extend and build capacity in Australian organisations.

Download paper: Bringing process to post production

Recent developments in the field of business process management have made it possible to effectively deal with large collections of process models that exhibit many similarities but also context-dependent differences. In this paper these developments are exploited in the domain of screen business.

This presentation to NESTA's Measuring the Creative Industries workshop contains a range of slides covering the data collected in CCI's Digital Industries Mapping project.

Besides classical criteria such as cost and overall organizational efficiency, an organization’s ability to be creative and to innovate is of increasing importance in markets that are overwhelmed with commodity products and services. Business Process Management (BPM) as an approach to model, analyze, and improve business processes has been successfully applied not only to enhance performance and reduce cost but also to facilitate business imperatives such as risk management and knowledge management. Can BPM also facilitate the management of creativity?

Creativity as the prerequisite for innovation is a core competitive factor in contemporary organizations. When creativity happens this involves creative persons who produce creative products in a process of imagination. We introduce the concept of Pockets of Creativity for those sections of a business process where creativity occurs. These sections are characterised by a high demand for flexibility and knowledge of the involved creative persons. In Pockets of Creativity previous knowledge is retrieved, transformed and combined into new procedures or artefacts – in short – innovations.

The creative industries are one of the most important contributors to the UK economy. So it is important that we accurately measure their contribution to economic activity. Doing so can help both policymakers and industry professionals to communicate key concepts, share reliable data and make the case for greater investment. There have been renewed attempts to estimate the true size of the creative economy. The Department for Culture Media and Sport (DCMS) and the Greater London Authority (GLA) both published studies in 2007.

A series of 15 fact sheets on employment and businesses characteristics of the creative segments.

This report, prepared for the Perth City Council, shows that in 2006 Metropolitan Perth’s Creative Industry (CI) segments employed almost 40,000 people and contributed $4.6bn to the local economy.

The terms Creative Industries and Creative Digital Industries are now widely used by business and government in similar ways to the more established terms of cultural sector, primary and manufacturing industries.

Reference models are a widely accepted means to facilitate reusable information system and organizational design. At present, besides domain knowledge, the configuration of reference models requires a thorough understanding of both the reference model and the language it is captured in. This hinders the involvement of domain experts without specialized modeling background, in the configuration of reference models. In this paper, we propose a questionnaire-driven approach to reference model configuration which abstracts away from the modeling language.