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The goal of this study was to empirically determine whether creative capital can be distinguished at the firm level and to determine what role external labour plays in enhancing firm-level creative capital.

This study was conducted using a qualitative design. Interviews were held with eight managers knowledgeable on HR implementation and the use of creativity within their firms.

Creative capital was identified on the organizational level. The use made and roles given to external labour, in the form of contract and project-based employees as well as consultants and specialists for core activities, are important aspects in enhancing firm-level creative capital. We also found support for the claim that the use of labour market intermediaries in involving external labour differs between organizations with low and high levels of creative capital. Further, the findings indicate that more use is made of external labour in highly creative capital organizations when they are operating in dynamic environments.

Given out sample limitations, future research should develop a study design that allows our findings to be generalized to a larger population, including a focus on specific distinguishing departments within organizations.

Organizations can enhance their innovation performance through using firm-level creative capital, using external labour to acquire and retain the KSAOs needed.

The study is highly original and adds value to existing theory as it is the first to explore the relationship between external labour and firm-level creative capital.

The purpose of this study is to determine whether personal assets or organizational investments from an intellectual capital perspective have an influence on employee commitment in the Taiwanese cultural creative industries.

This study used a cross‐level design to conduct a questionnaire survey. The research variables covered two levels: individual level (personal human capital and organizational commitment); and organizational level (organizational intellectual capital). The authors contacted 39 small and medium‐sized enterprises (SMEs) in Taiwan's cultural creative industries, requesting their participation in the study, and 27 managers and 86 employees in 27 cultural creative firms provided research information. The response rate was 69 percent for managers and 44 percent for employees, respectively.

The research results indicate that both personal human capital and organizational intellectual capital were antecedents of organizational commitment. For personal human capital, employees with higher levels of education are less committed to organizations. Tenured employees were found to be more committed to organizations. However, the authors did not find a significantly positive effect of personal age on commitment. In regard to organizational intellectual capital, the stocks of human capital and social capital increased organizational commitment. Interestingly, organizational capital reduced organizational commitment for employees in cultural creative industries.

To the authors' knowledge, this is the first study to examine the cross‐level antecedents of organizational commitment from an intellectual capital perspective. In addition, the authors provide some empirical evidence focusing on one emerging industry in Taiwan, i.e. cultural creative industries.

Theoretical and empirical research on the impact of immigrants for local development is rather inconclusive regarding the direction of said impact. The purpose of this paper is to identify relationships between human capital and cultural capital, in the context of local labour market productivity.

As the key constituents of human capital, identified in the literature, are both the locally generated through investment in education and the inflowing through immigration human capital, the paper examines those jointly in a close-to-reality-model. To this end, the paper operationalizes and infers data on the “melting pot” of EU15, NUTS2 level. The sources of the data are the Eurostat Regional Database and the World Value Survey, which have served to construct both a cross-section for the year 2001. These data sets allows us to examine the different groups of migrating and local human capital, their interaction and joint impact on local productivity through three stage least square estimations of the simultaneous equations CBD model.

The evidence suggests that benefits from immigrants differ, not only due to their human capital, but also due to their culturally biased different bargaining power on the labour market.

The main advantage of the suggested model of productivity is that, in addition to accounting for the filigree composition of human capital, it also takes into consideration the cultural capital present in a locality. In this manner, the authors are able to examine the interaction between the quality of the incoming human capital and the cultural encounter context (generating the cultural “milieu” effect) of the modern diverse city.

The base of the pyramid (BOP) is characterized by deep and wide poverty, which dampens market exchanges, or making/selling and buying/consuming activities. The purpose of this paper is to address the specific issue of how national culture distinguishes BOP markets in terms of exchange activities, and the broad issue of how market exchanges can grow and flourish by accounting for comparative differences across BOP markets.

The study design is a conceptual framework drawn from the extant BOP literature and several theories such as Amartya Sen’s theory on poverty, and Anthony Bebbington’s concepts of human capital. The framework specifies research propositions for future empirical examination.

The conceptual framework proposes that BOP poverty lowers or inhibits market exchanges but is countered by several factors: national culture (performance orientation), non-traditional assets (creative and social capitals), and transformative technologies (mobile telephony). Assuming these factors vary by BOP setting, greater performance orientation alongside higher social capital, creative capital, and mobile telephony directly and/or interactively increase market exchange activities.

Among research implications are the application of other culture theories to the BOP market exchange issue, and the need to examine the role of government and other non-traditional capitals in exchanges.

Managerial implications include the targeting and selection of BOP markets and development of marketing tactics that leverage cultural, nontraditional, and technological assets.

This paper explores how to counter the negative effects of BOP poverty on market exchanges by leveraging the distinctives and variations among BOP markets.

As the transition between exploration and exploitation is a unique challenge for SMEs, what mechanism(s) might facilitate this transition? Building on the entrepreneurship literature's entrepreneurial opportunity identification and development framework, this study hypothesizes that the novelty-centered business model (NCBM) may serve as such a mechanism.

Based on cross-sectional survey data collected from 169 Italian SMEs in various sectors, this study tests the mediation, moderation and moderated mediation relationships using the statistical PROCESS procedure.

Supporting the hypotheses that exploration and exploitation are positively associated within SMEs, that NCBM mediates this relationship and that the indirect relationship between exploration and exploitation by way of NCBM is stronger for SMEs with employees of medium to high creative human capital, the results suggest that SMEs can more effectively exploit new ideas identified in the exploration phase by developing an NCBM and accessing their creative human capital.

Although the robustness checks confirm the direction of the proposed hypotheses, given the cross-sectional nature of the dataset used, a longitudinal study would further validate the proposed framework.

SMEs can successfully achieve the transition between exploration and exploitation by reinventing their business model to compensate for their limited resources in terms of financial or relational capital. They can further enhance their ability to reinvent their business model and, in turn, to exploit innovations by hiring and retaining employees with greater creative human capital.

This study draws on the entrepreneurial opportunity, ambidexterity (exploration-exploitation) and business model literature to enhance our understanding of the role of the NCBM design concept (business model innovation) as a mechanism to achieve temporal ambidexterity in SMEs.

The purpose of this paper is to propose a new integrated model that combines the concepts of network ties (e.g. political ties and business ties), the organization of internal critical attributes (such as social capital, human capital and innovation capability) and analyses of how those critical attributes influence organization performance and competitive advantage.

A structural equation model and three-way interactions in moderated multiple regressions was used to test the hypotheses on a sample of 621 cultural and creative industry (CCI) managers in Taiwan.

The results indicate that human capital mediates the relationship between social capital and innovation capability. Furthermore, innovation capability also plays a mediating role in connecting the relationships between human capital, competitive advantage and organizational performance. The findings indicate that business ties strengthen the relationship between social and human capital. The level of human capital is at its peak when social capital, business ties, and political ties considerably interact with one another.

The present study conceptualized the topic and systematized the questionnaire design and data collection, statistical analysis, and report writing. This study performs a systematic analysis to present the research but does not employ in-depth qualitative interviews to analyse the essential attributes of the different entrepreneurial styles. In-depth interviews enable the interviewees to completely depict their feelings, experiences, motivations, emotions and attitudes. Thus, this method can provide an in-depth analysis. Studies can be conducted to analyse the complexity of the processes involved.

This study determines and emphasizes that networking with various factors to create innovation is the key to enhancing competitive advantage and organizational performance. Innovation is a unique characteristic and a basic kinetic energy that affects various strategic organizational behaviours that positively influence competitive advantage and facilitate organizational performance. Hence, CCI firms need to consider market orientation and innovation in this highly competitive environment.

To the best of the knowledge, how CCI firms use networking sources to create competitive advantage and organizational performance, thereby promoting the development of the CCIs of Taiwan, has not been analysed in the tourism-related literature. Thus, the present study provides a significant contribution to the human capital literature, in which empirical research analyses the three-way interaction and demonstrates the empirical insights that may be used to study human capital. The findings reported in this study will encourage future researchers to employ multilevel human capital perspectives.

The present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.

A case study from a Colombian family business group, with three business units, industrial, commercial and service, were used. Interviews regarding critical events and semi-structured interviews were employed. Data were processed with NVivo software.

It was found that abductive, empathetic and creative competencies (human capital) that may facilitate the comprehension of nature, needs and alternatives to be employed in organizational change processes. Further, the importance of the participative design approach in co-creation, with interest groups, transformation projects (relational capital), and design thought, as a methodology for the implementation of the preceding (structural capital), was identified.

The results revealed, in this case, suggest several future investigative routes. Firstly, increased empirical research, based on this proposal, is suggested. Specifically, it would be relevant to perform causal studies that report the contribution of each of the components of strategic design to the diverse organizational transformation processes. A third line of investigation might include delving into certain relationships that have already been identified, but require further comparison. One of these might be the role of design thought as a method to perform specific organizational transformation projects.

As a result of the present investigation, a model is established (see Figure 2) which may be useful to companies to address organizational transformation, capitalizing on the benefits offered by strategic design. In summary, the proposal considers four phases (see the central circle in Figure 2). Phase 1: understanding organizational occurrences and situations, the basis upon which to determine the nature of an organizational transformation. This activity alludes to the work that is collaboratively managed with different interest groups, in the systematic comprehension of the business organizational transformation chain of events. Phase 2: determining the path to be followed or the route for collaborative action. Doing so in participative fashion permits the representation of a diversity of ideas and opinions on a given problem/potential identified in the preceding process. This stimulates and strengthens the creative competency in company personnel (Jeffries, 2007). If this competency is incorporated into the corporate culture, differential factors may be established, in an environment with broad competency, thus achieving transformations appropriate for a competitive environment.

Co-creation, the central axis of the organizational transformation process. At the base of all organizational transformation processes is an approach focused on human beings, whose principal questions include: What place do individuals have in strategic problem resolution, like those of organizational transformation, in companies? How are human competencies strengthened when applied to organizational transformation processes? What types of ties are made, beyond the establishment of natural relationships (work, purchase, sell), with interest groups? And most importantly: How do they achieve the construction of new business realities together? To do this, participative and co-creative methods must be employed as a scenario to jointly achieve multiple satisfaction realities, in which understanding the essence of the participative design approach becomes meaningful (Jones, 2015).

Design thought, as a methodological proposal for organizational transformation projects. The use of inspiration, ideation, and implementation stages, iteratively and permanently, is suggested. Continuous review of the point of departure, the path trodden and the goals to be achieved should be prioritized, such that they may act as compasses for organizational transformation, considering strategic design to be a key motor (Yee et al., 2017).

The purpose of this paper is to investigate the impact of organisational business acumen and social network structure on the earnings and labour precarity experienced by creative industry workers.

Results from a survey that collected data from a random sample of 289 creative workers are analysed using structural equation modelling. Mediating effects of social network structure are explored.

Results support the qualitative findings of Crombie and Hagoort (2010) who claim that organisational business acumen is a significant enabler for creative workers. Further, social network structure has a partial mediating effect in mitigating labour precarity.

This exploratory study is novel in its use of a quantitative approach to understand the relationship between labour and social network dynamics of the creative industries. For this reason, developed scales, while robust in exploratory and confirmatory factor analysis, warrant further application and maturity.

The organisational business acumen of creative workers is found to mitigate labour precarity and increase perceived earnings.

The results from this study call for policy and management shifts, to focus attention on developing business proficiency of creative workers, in an effort to curb labour precarity in the creative industries, and enhance positive spillovers into other sectors.

The paper fills a gap in knowledge regarding the impact of organisational business acumen and social network structure on the pay and working conditions of people working in a sector that is dominated by self-employed and freelance arrangements.

The purpose of this paper is to respond to the call by McMullen and Dimov (2013) for a clearer understanding of entrepreneurial journeys by investigating the entrepreneurial capitals and micro-processes of seven young early stage entrepreneurs who all exited their businesses within 3 years of start-up.

The authors analysed empirical data from concurrent in-depth interviews which generated rich longitudinal case studies. Theory-building then led to a proposed “Longitudinal Dynamic Process Framework” of entrepreneurial goals, processes and capitals.

The framework builds on prior studies by integrating entrepreneurial processes and decisions into two feedback loops based on continuous review and learning. It thereby enhances understanding of the dynamics of new business development and unfolds the early stage ventures entrepreneurs' business exits.

The findings are based on a small purposive sample. However, the main implication for research and theory is showing how the entrepreneurial capitals are dynamic and influenced by entrepreneurs' environment, and also separating entrepreneurs' personal issues from their business issues.

The findings challenge some assumptions of policymakers and offer new insights for practitioners and early stage entrepreneurs. These include having more realistic case-studies of the entrepreneurial journey, recognizing the need to be agile and tenacious to cope with challenges, understanding how capitals can interact in complementary ways and that entrepreneurial processes can be used to leverage them at appropriate stages of the start-ups.

The concurrent longitudinal analysis and theory-building complements extant cross-sectional studies by identifying and analysing the detailed processes of actual business start-ups and exits. The proposed framework thereby adds coherence to earlier studies and helps to explain early stage entrepreneurial development, transformation of capitals and business exit.

Despite the growing literature aimed at explaining how cultural and artistic production feeds economic growth, the causal relationships and interplays are not investigated in depth. In the attempt of filling this gap, the purpose of this paper is to examine arts, culture, and education within the framework of the New Growth Theory.

Starting from the analysis of how culture may be at the root of a specific engine of economic growth, the paper presents a theoretical endogenous growth model driven by the combination of the investments in human and cultural capital.

The paper shows that cultural investment has a positive impact on economic growth and on the level of income provided that the economy is sufficiently “culture-intensive”, and that this effect is further magnified the more total factor productivity (TFP) is sensitive to the stock of cultural capital.

The paper figures out the possibility of a cultural poverty trap as the cause of poor growth performance of some economies in the current post-industrial scenario. Culturally poor economies tend to grow slowly because of the lack of cultural exposure, which makes TFP poor since human capita is weakly inclined to be used in innovative, flexible ways.

The paper presents a new endogenous growth model. The paper argues that the available endogenous growth models fail to take into account the full set of relevant factors that make endogenous growth possible, and that the missing entry is cultural capital.