Management of innovation and co-creation: Managing temporary communities of creation in the cultural industries, the case of Copenhagen Distortion

Abstract

Purpose - The paper aims to analyse and discuss innovation and co-creation in the cultural industries focusing on the challenges that are created, when managing communities of creation in a temporary organisational setting. Methodology - The paper applies a qualitative method in the form of five semi-structured interviews drawing on insights from an in-depth case-study research of the street- and culturefestival Copenhagen Distortion. Findings - In the temporary organisation studied, the network has a profound role relative to the role of the individuals. For the top management of Distortion, is it paramount to predefine the tasks of the members of the network and to minimise disturbance from the environment. Management of distributed innovation emphasise an open and democratic perspective. Limitations – Given that the conclusions are based on a single Danish festival the paper recommends that similar studies be carried out in other festivals or in other cultural industries. Originality/value – The paper extends the framework of communities of creation beyond the boundaries of stable organisations by analysing and discussing communities of creation within a temporary organisation where organisational structures and boundaries are much less prevalent compared to permanent organisations. The paper introduces the concept of The Temporary Community of Creation and identifies four challenges; Coordination of Activities, Dispersing of Power, Level of Control and Evolvement of the Community.