Managing in the creative industries: Managing the motley crew

Abstract

This article introduces its subject with a brief overview of some of the contention concerning the creative industries, in terms of their purview, their significance within political economy, and the extent to which, and how, they may differ from other sectors. Arguing that the `motley crew' is a very broad church, and management must not confine itself solely to the management of production but should also consider the role of consumption, the authors suggest that research into the creative industries may be considered in relation to the capitals that inform its domain: intellectual capital (creative ideas), social capital (networks), and cultural capital (recognized authority or expertise). Considering research in these terms allows us to identify a matrix that might provide the basis for conversations between a range of discrete research areas, while also guiding future research into the creative industries.