Opportunities for Innovation Adoption in Art Galleries

By Vitkauskaitė, Ieva | European Journal of Interdisciplinary Studies, December 2016 | Go to article overview

Opportunities for Innovation Adoption in Art Galleries


Vitkauskaitė, Ieva, European Journal of Interdisciplinary Studies


1.Introduction

Art galleries undertake in trade (its traditional and electronic forms) as in any other branch of business, only the products they trade are the works of art. It is difficult to maintain the galleries because not only do works of art compete with one another, they compete with products from other industries as well. Moreover, a work of art is also a luxury good which requires an educated society. In order to remain in the market and maintain successful operations, it is recommended to introduce innovations into one's business model.

Innovations are perceived as a successful commercial exploitation of new ideas. They include identifying, developing and exploiting the value generated by new ideas (Prabhu 2014:53). Innovation is an outcome and a process, a fact and an act (Dodgson, Gann, Phillips 2014:5). Various types of innovations help organisations to achieve their social mission, ensure effectiveness (Garrido, Camarero 2010:215) and perpetually generate new experiences for the customers. Generation and realisation of innovations in business allows both accelerating the activity of organisation and gaining a long-term competitive advantage against the competitors. Therefore, the organisation will increasingly attract new potential clients and increase its income. Constant generation and realisation of innovations create new business opportunities. According to Hagoort, innovation is the nature of the creative world (Hagoort 2000:37). However, application of innovations in the management of galleries is a relatively new phenomenon. In scientific literature, innovations and application thereof are often analysed in the field of traditional business, rather than art organisations. Art organisations must learn from other business sectors and apply the newly gained knowledge purposefully, paying careful attention to innovations applied in other business models. A business model reflects all ways for an enterprise to develop, compete and understand the situation in an organisation.

The aim of this article is to analyse opportunities for innovation adoption in art galleries. In order to achieve this aim, systematic analysis of scientific literature and quality case analysis have been conducted. Empirical research has been conducted in innovative art galleries of different countries: Lithuania, Brazil and Sweden, yet they are all of similar size (based on the number of employees).

2.The Innovation Process: Stages and Management

Innovations are important to organizations that desire to be competitive in the market. However, they do not occur without an important component, namely, creativity, which can be described as the development of an idea. Von Stamm has derived a formula, stating that innovations = creativity + commercialisation (Von Stamm 2008:1-27). Without creativity there are no new ideas, technologies, etc. It is recommended to take the creativity process into consideration; this process consists of the following stages:

1. Preparation - identification of the problem;

2. Incubation -ceasing to think about the problem continuously;

3. Illumination - the moment when the new solution for the problem is generated;

4. Verification - verification of solution's suitability to solve the problem identified (Von Stamm 2008:14).

First of all, the problem is identified, later the ideas are generated and finally the verification of the idea is conducted. In other words, it involves balancing the imagination and analysis (Von Stamm 2008:14), which is important at all times during the innovation process and especially at the stage of idea generation (which is usually one of the first stages of the innovation process).

Innovation process consists of certain stages introduced in Table 1.

According to Table 1 (Stages of the Innovation Process), there is a variety of ways to categorise the innovation process. However, the stages distinguished by all authors are similar in a way that the innovation process usually begins from environment screening, idea generation, followed by evaluation, selection, implementation and launch of an idea and, finally, monitoring and evaluation of all stages completed. …

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