Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/28112
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dc.contributor.authorHotho, Sabineen_UK
dc.contributor.authorChampion, Katherineen_UK
dc.date.accessioned2018-11-08T14:59:26Z-
dc.date.available2018-11-08T14:59:26Z-
dc.date.issued2011-12-31en_UK
dc.identifier.urihttp://hdl.handle.net/1893/28112-
dc.description.abstractPurpose – This paper seeks to present findings from an SME case study situated in the computer games industry, the youngest and fastest growing of the new digital industries. The study aims to examine changing people management practices as the case company undergoes industry-typical strategic change to embark on explorative innovation and it seeks to argue that maintaining an organisational context conducive to innovation over time risks turning into a contest between management and employees, as both parties interpret organisational pressures from their different perspectives. Design/methodology/approach – A single case study design is used as the appropriate methodology to generate in-depth qualitative data from multiple organisational member perspectives. Findings – Findings indicate that management and worker perspectives on innovation as strategic change and the central people management practices required to support this differ significantly, resulting in tensions and organisational strain. As the company moves to the production of IP work, the need for more effective duality management arises. Research limitations/implications – The single case study has limitations in terms of generalisability. Multiple data collection and triangulation were used to mitigate the limitations. Practical implications – The economic contribution of small businesses in the new creative industries is widely acknowledged. While the sector shows high business birth rates, the business failure rate is equally high. This remains of concern for policy makers. This study aims to contribute to understanding why businesses in the sector either fail to grow or decline. Social implications – The economic contribution of small businesses in the new creative industries is widely acknowledged. While the sector shows high business birth rates, the business failure rate is equally high. This remains of concern for policy makers. This study aims to contribute to understanding why businesses in the sector either fail to grow or decline. Originality/value – Few qualitative studies have examined people management practices in the industry in the context of organisational/strategic change, and few have adopted a process perspectiveen_UK
dc.language.isoenen_UK
dc.publisherEmeralden_UK
dc.relationHotho S & Champion K (2011) Small businesses in the new creative industries: innovation as a people management challenge. Management Decision, 49 (1), pp. 29-54. https://doi.org/10.1108/00251741111094428en_UK
dc.rightsThe publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.en_UK
dc.rights.urihttp://www.rioxx.net/licenses/under-embargo-all-rights-reserveden_UK
dc.subjectChange managementen_UK
dc.subjectUnited Kingdomen_UK
dc.subjectInnovationen_UK
dc.titleSmall businesses in the new creative industries: innovation as a people management challengeen_UK
dc.typeJournal Articleen_UK
dc.rights.embargodate2999-12-31en_UK
dc.rights.embargoreason[Champion_Management_Decision_2011.pdf] The publisher does not allow this work to be made publicly available in this Repository therefore there is an embargo on the full text of the work.en_UK
dc.identifier.doi10.1108/00251741111094428en_UK
dc.citation.jtitleManagement Decisionen_UK
dc.citation.issn0025-1747en_UK
dc.citation.volume49en_UK
dc.citation.issue1en_UK
dc.citation.spage29en_UK
dc.citation.epage54en_UK
dc.citation.publicationstatusPublisheden_UK
dc.citation.peerreviewedRefereeden_UK
dc.type.statusVoR - Version of Recorden_UK
dc.contributor.funderUniversity of Dundeeen_UK
dc.author.emailk.m.champion@stir.ac.uken_UK
dc.citation.date08/02/2011en_UK
dc.contributor.affiliationUniversity of Abertayen_UK
dc.contributor.affiliationUniversity of Dundeeen_UK
dc.identifier.isiWOS:000289580100003en_UK
dc.identifier.scopusid2-s2.0-78751624226en_UK
dc.identifier.wtid884097en_UK
dc.contributor.orcid0000-0002-9311-8221en_UK
dcterms.dateAccepted2011-02-08en_UK
dc.date.filedepositdate2018-11-06en_UK
rioxxterms.apcnot requireden_UK
rioxxterms.typeJournal Article/Reviewen_UK
rioxxterms.versionVoRen_UK
local.rioxx.authorHotho, Sabine|en_UK
local.rioxx.authorChampion, Katherine|0000-0002-9311-8221en_UK
local.rioxx.projectProject ID unknown|University of Dundee|http://dx.doi.org/10.13039/100008890en_UK
local.rioxx.freetoreaddate1970-01-01en_UK
local.rioxx.licencehttp://www.rioxx.net/licenses/under-embargo-all-rights-reserved||en_UK
local.rioxx.filenameChampion_Management_Decision_2011.pdfen_UK
local.rioxx.filecount1en_UK
local.rioxx.source0025-1747en_UK
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