Stimulating collective creativity in fashion small and medium enterprises: towards a resource-sensitive innovation model
DOI: https://doi.org/10.3846/cs.2026.25105Abstract
Creativity is an essential factor for the success of the fashion industry, but small and medium enterprises often face significant barriers when it comes to systematically developing innovation. Unlike major companies, small businesses do not have dedicated research and development infrastructure and are therefore highly dependent on collaborative and resource-efficient processes. This article discusses the gap in existing systems and proposes a conceptual model to stimulate collective creativity that is adapted to the realities of fashion small and medium enterprises. The model emphasizes resource sensitivity, less formalized management, and measurable results, including product novelty, go-to-market time, and customer engagement. By treating creativity as a collective capability, this study contributes both to theoretical insights into small and medium enterprises innovation processes and to practical guidelines for fashion industry practitioners seeking to increase competitiveness. The study concludes with recommendations for managers, policymakers, and future research on the applicability of the creativity model.
Keywords:
co-creation, collective creativity, design thinking, fashion small and medium enterprises, innovation, open innovationHow to Cite
Share
License
Copyright (c) 2026 The Author(s). Published by Vilnius Gediminas Technical University.

This work is licensed under a Creative Commons Attribution 4.0 International License.
References
Bicen, P., & Johnson, W. H. A. (2015). Radical innovation with limited resources in high‐turbulent markets: The role of lean innovation capability. Creativity and Innovation Management, 24(2), 278–299. https://doi.org/10.1111/caim.12120
Borchardt, M., Gonçalves da Silva, M., Nunes Macedo de Carvalho, M., Burdzinski, C. S., Weber Kirst, R., Medeiros Pereira, G., & Amado da Silva, M. (2024). Uncaptured value in the business model: Analysing its modes in social enterprises in the sustainable fashion industry. Journal of Creating Value, 10(1), 79–101. https://doi.org/10.1177/23949643231220777
Canag, L. C., Loquinario, A. J. F., Pepano, R. M. V., & Peninoy, R. B. (2024). Democratizing fashion consumer engagement and redefining style in the digital age. International Journal of Research and Innovation in Social Science, 8(12), 935–949. https://doi.org/10.47772/IJRISS.2024.8120078
Capaldo, A. (2007). Network structure and innovation: The leveraging of a dual network as a distinctive relational capability. Strategic Management Journal, 28(6), 585–608. https://doi.org/10.1002/smj.621
Chesbrough, H. (2006). Open innovation: The new imperative for creating and profiting from technology. Harvard Business School Press.
Cillo, P., & Verona, G. (2008). Search styles in style searching: exploring innovation strategies in fashion firms. Long Range Planning, 41(6), 650–671. https://doi.org/10.1016/j.lrp.2008.08.001
Černevičiūtė, J., & Strazdas, R. (2014). Kūrybingumo sampratų raida: nuo genijaus į kūrybines sistemas. Coactivity: Philosophy, Communication, 22(2), 113–125. https://doi.org/10.3846/cpc.2014.10.001
D’Itria, E., & Colombi, Ch. (2023). Fostering fashion ecosystems: A Quadruple Helix-Based model for European sustainable innovation. Systems, 11(9). https://doi.org/10.3390/systems11090478
Dai, L., & Zhou, J. (2008). The application of 3D digital technology to fashion design. Asian Social Science, 4(6), 57–59. https://doi.org/10.5539/ass.v4n6p57
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
European Commission: EU Funding and Tenders Portal. (2026). Call for participants: Fashion adaptor programme 2025 (Document: EIT CC – BP2024-2025). https://ec.europa.eu/info/funding-tenders/opportunities/portal/screen/opportunities/competitive-calls-cs/11422
Füller, J., Hutter, K., & Faullant, R. (2011). Why co‐creation experience matters? Creative experience and its impact on the quantity and quality of creative contributions. R&D Management, 41(3), 259–273. https://doi.org/10.1111/j.1467-9310.2011.00640.x
Goretti, G., Cianfanelli, E., Terenzi, B., Tufarelli, M., & Trivellin, E. (2020). Artisan as a maker or artisan as a not recognized co-designer? In M. di Nicolantonio, E. Rossi, & Th. Alexander (Eds.), Advances in Intelligent Systems and Computing. Advances in Additive Manufacturing, Modeling Systems and 3D Prototyping: Proceedings of the AHFE 2019 International Conference on Additive Manufacturing, Modeling Systems and 3D Prototyping (Vol. 975, pp. 48–59). Washington D.C., USA. J. Kacprzyk (Series Ed.). Springer Nature Switzerland AG. https://doi.org/10.1007/978-3-030-20216-3_5
Hargadon, A. B., & Bechky, B. A. (2006). When collections of creatives become creative collectives: a field study of problem solving at work. Organization Science, 17(4), 484–500. https://doi.org/10.1287/orsc.1060.0200
Hur, E., & Beverley, K. (2023). Fostering sustainable fashion innovation: Insights from ideation tool development and co-creation workshops. Sustainability, 15(21). https://doi.org/10.3390/su152115499
Im, S., & Workman Jr., J. P. (2004). Market orientation, creativity, and new product performance in high-technology firms. Journal of Marketing, 68(2), 114–132. https://doi.org/10.1509/jmkg.68.2.114.27788
Knight, G. A., & Cavusgil, S. T. (2004). Erratum: Innovation, organizational capabilities, and the born-global firm. Journal of International Business Studies, 35(4), 124–141. https://doi.org/10.1057/palgrave.jibs.8400071
Li, F. (2020). The digital transformation of business models in the creative industries: A holistic framework and emerging trends. Technovation, 92–93. https://doi.org/10.1016/j.technovation.2017.12.004
Millspaugh, J., & Kent, A. (2016). Co-creation and the development of SME designer fashion enterprises. Journal of Fashion Marketing and Management: An International Journal, 20(3), 322–338. https://doi.org/10.1108/JFMM-10-2015-0085
Perry-Smith, J. E., & Mannucci, P. V. (2017). From creativity to innovation: The social network drivers of the four phases of the idea journey. Academy of Management Review, 42(1), 53–79. https://doi.org/10.5465/amr.2014.0462
Ramos, L., Bermeo, M., Quelal, A., Crespo, A., Cajamarca, G., & Rivas-Echeverría, F. (2024). SustainMeter: A knowledge-based system for assessing sustainability of SMEs in the fashion industry. SoftwareX, 25. https://doi.org/10.1016/j.softx.2023.101611
Ratten, V. (2023). Entrepreneurship: Definitions, opportunities, challenges, and future directions. Global Business and Organizational Excellence: A Review of Research and Best Practices, 42(5), 79–90. https://doi.org/10.1002/joe.22217
Sagala, G. H., & Őri, D. (2024). Toward SMEs digital transformation success: A systematic literature review. Information Systems and E-Business Management, 22, 667–719. https://doi.org/10.1007/s10257-024-00682-2
Santoro, G., Bresciani, S., & Papa, A. (2020). Collaborative modes with cultural and creative industries and innovation performance: The moderating role of heterogeneous sources of knowledge and absorptive capacity. Technovation, 92–93. https://doi.org/10.1016/j.technovation.2018.06.003
Silva, da L. H., Schmitt, T., Molon da Silva, F., Ghedine, T., & Yula Tutida, A. (2022). Explanatory factors of collective competencies in fashion design teams. Contextus: Revista Contemporânea de Economia e Gestão, 20(10), 125–136. https://doi.org/10.19094/contextus.2022.77949
Spithoven, A., Vanhaverbeke, W., & Roijakkers, N. (2013). Open innovation practices in SMEs and large enterprises. Small Business Economics, 41, 537–562. https://doi.org/10.1007/s11187-012-9453-9
Strazdas, R., Černevičiūtė, J., Jančoras, Ž., Kregždaitė, R., & Morkevičius, V. (2015). Macro, meso and micro factors for creative industry development: Continuous improvements and system innovations. Vilnius Gediminas Technical University.
Turker, D., & Altuntas, C. (2014). Sustainable supply chain management in the fast fashion industry: An analysis of corporate reports. European Management Journal, 32(5), 837–849. https://doi.org/10.1016/j.emj.2014.02.001
UK Government. (2023). The UK’s modern industrial strategy: Creative industries. sector plan. https://assets.publishing.service.gov.uk/media/685943ddb328f1ba50f3cf15/industrial_strategy_creative_industries_sector_plan.pdf
United Nations: Department of Economic and Social Affairs – Sustainable Development. (2026). The 17 goals. https://sdgs.un.org/goals
University for the Creative Arts; The Centre for Sustainable Design; Creative Industries Policy and Evidence Centre; Research England. (2025, 23 May). Creative Industries 2025 Conference The Road to Sustainability, Canterbury, Kent, United Kingdom. https://cfsd.org.uk/wp-content/uploads/2025/06/CI25_outcomes_June-2025.pdf
Zamfirache, A., Dragomir, C.-C., Albu, R.-G., & Foris, T. (2025). Collaborative actions to support SMEs’ sustainability in times of crisis. Journal of Business, Economics and Management, 26(3), 621–643. https://doi.org/10.3846/jbem.2025.23777
Zhang, J. (2022). Research on the application of 3D virtual simulation technology in fashion design from the perspective of meta universe. Scientific and Social Research, 4(12), 19–23. https://doi.org/10.26689/ssr.v4i12.4550
View article in other formats
Published
Issue
Section
Copyright
Copyright (c) 2026 The Author(s). Published by Vilnius Gediminas Technical University.
License

This work is licensed under a Creative Commons Attribution 4.0 International License.