- The Oxford Handbook of Creative Industries
- List of Figures
- List of Tables
- List of Contributors
- Creative Industries: A Typology of Change
- The Creative Mind
- Creativity in Teams: Processes and Outcomes in Creative Industries
- Creativity in Social Networks: A Core-Periphery Perspective
- Creativity in the City
- ‘The Market for Symbolic Goods’: Translating Economic and Symbolic Capitals in Creative Industries
- Trading Places: Auctions and the Rise of the Chinese Art Market
- The Market for Creative Labour: Talent and Inequalities
- Stars and Stardom in the Creative Industries
- Creative Entrepreneurs: The Business Models of Haute Cuisine Chefs
- Entrepreneurship in Creative Industries and Cultural Change: Art, Fashion, and Modernity in India
- Performance in the Creative Industries
- Projects and Project Ecologies in Creative Industries
- Managing Project-Based Organization in Creative Industries
- Organizing Events for Configuring and Maintaining Creative Fields
- User Innovation in Creative Industries
- User Innovation in the Music Software Industry: The Case of Sibelius
- Niches, Genres, and Classifications in the Creative Industries
- Sunk Costs and the Dynamics of Creative Industries
- Creative Industries and the Wider Economy
- Brokerage, Mediation, and Social Networks in the Creative Industries
- Digitizing Fads and Fashions: Disintermediation and Glocalized Markets in Creative Industries
- Copyright, the Creative Industries, and the Public Domain
- Copyright and its Discontents
- Public Policy for the Creative Industries
- Global Production Networks in the Creative Industries
- Creative Industries and Development: Culture in Development, or the Cultures of Development?
- Author Index
- Subject Index
Abstract and Keywords
User innovation is a potent economic and social force; the process, however, can be challenging, complex, and involve multiple actors with diverse and possibly conflicting motivations. It is prevalent in the music software industry, a sector characterized by low-cost shareware and customers equipped with high levels of technical skills. Here we explore how one firm in this sector—Sibelius—extracts value from their users by offering partially open product architecture to explore; toolkits which enable the development of user-designed ‘plug in’ apps; and forums for knowledge sharing. The case illustrates the importance of a multifaceted approach in creating sustainable community engagement, as a means of integrating the community into wider R&D processes of the firm. Whilst toolkits provide means to transfer manufacturing capability to users, they are ultimately secondary to the desire of the developer community to create the highly variant and complex ‘mods’ that meet their very specific needs.
Steven Flowers, Centre for Research in Innovation Management, Brighton Business School, University of Brighton.
Georgina Voss, Centre for Research in Innovation Management, Brighton Business School, University of Brighton.
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