Creative industries is a diversified field which makes marketing within such industries complicated. As knowledge is inherent to creative industries, this led to the idea of bringing together knowledge management and marketing. Given the chosen industry, creative knowledge is the focus of this thesis, and these focus points led us to the theater platform House of International Theater. HIT is located in the center of Copenhagen, hence, the Copenhagen theater industry is also the focus of this thesis. Creative knowledge is in this thesis conceptualized as knowledge about one’s art craft influenced by education, training and experiences, as well as knowledge based on personal interpretations, feelings, and hunches. This is what makes creative knowledge especially difficult to manage and share. Since creative knowledge is inherent to creative industries, it is logical to research whether real-life knowledge sharing practices contribute to HIT’s sources of competitive advantage and how they defend their position on the market. This is primarily researched by means of semi-structured interviews and participant observation. Content analyses are furthermore used to structure the empirical data collected hereof. A more quantitative method of a questionnaire is also used but is employed with the purpose of quantifying predominantly qualitative data. By using these methods and combining marketing and knowledge management in the context of the creative industries, we found three possible sources of competitive advantage at HIT: HIT Lab, knowledge, know-how and willpower of HIT’s management and team, and HIT’s environment. All three sources partially revolve around creative knowledge sharing practices which indicates that knowledge sharing contributes positively to marketing within the creative industries. Hence, this thesis makes theoretical contributions as the analysis of specific knowledge sharing practices helped in identifying and understanding strengths, weaknesses, opportunities and threats of the organization in question. Thereby it also played an imperative role in identifying the sources of competitive advantage and how they add value for the organization. Knowledge sharing thus proved to be a useful tool in understanding HIT’s position in Copenhagen theater market and how they can defend this position.
|Uddannelser||Master of Business, Language and Culture, Intercultural Management, (Kandidatuddannelse) Afsluttende afhandling|