The micro- and small enterprises in creative professional services: a business model perspective

    Sanja Pfeifer Affiliation
    ; Marina Stanić Affiliation
    ; Sunčica Oberman Peterka Affiliation


Advertising, architecture and design are perceived as an important subset of the creative industries and as having an increasing role in innovations and competitiveness of economies. However, issues such as identifying the underlying business model (BM) of the micro- and small enterprises in these industries, the manner in which BMs evolve or the degree to which their evolution is innovative remains unresolved. In the context of creative professional services (CPSs), an analysis of the six case studies involving microenterprises indicates a heterogeneity in designing BMs. Talented professionals, sophisticated management of human resources and creativity processes as well as trustworthy partners are considered generic components of value creation, whereas personalized relationships with customers are a generic component of value delivery in advertising, architecture and design. In addition, the findings indicate that microenterprises in advertising, architecture and design have a capacity to differentiate themselves from the rest of the competition through creation of complex and radical changes in their BMs.

Article in English.

Mikro- ir mažosios įmonės kūrybos profesionalų paslaugų atveju: verslo modelio perspektyva


Reklama, architektūra ir dizainas suvokiami kaip svarbus kūrybinių industrijų pogrupis, kurio vaidmuo auga inovacijų ir ekonominio konkurencingumo srityse. Vis dėlto tokie klausimai, kaip šių industrijų mikro- ir mažųjų įmonių pagrindinio verslo modelio nustatymas, būdas, kuriuo plėtojamas verslo modelio ar laipsnis, ties kuriuo jų evoliucija yra inovatyvi, lieka neišspręsti. Kūrybos profesionalų paslaugų kontekste pateikta šešių atvejo studijų tyrimų analizė, apimanti mikroįmones, reiškia heterogeniškumą projektuojant verslo modelius. Talentingi profesionalai, iškreipta žmogiškųjų išteklių vadyba ir kūrybiškumo procesai, taip pat patikimi partneriai laikomi bendraisiais vertės kūrimo komponentais, o suasmeninti santykiai su vartotojais yra bendras vertės suteikimo komponentas reklamoje, architektūroje ir dizaine. Be to, tyrimas atskleidžia, kad reklamos, architektūros ir dizaino sričių mikroįmonės gali atsiskirti nuo likusios konkurencijos, darydamos sudėtingus ir radikalius jų verslo modelių pokyčius.

Reikšminiai žodžiai: reklama, architektūra, verslo modelio pokyčiai, verslo modelio projektavimas, dizainas, vertės laimėjimas, vertės sukūrimas, vertės suteikimas, vertės siūlymas.

Keyword : advertising, architecture, BM changes, BM design, design, value capture, value creation, value delivery, value proposition

How to Cite
Pfeifer, S., Stanić, M., & Oberman Peterka, S. (2018). The micro- and small enterprises in creative professional services: a business model perspective. Creativity Studies, 11(1), 102-115.
Published in Issue
Apr 20, 2018
Abstract Views
PDF Downloads
Creative Commons License

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


Abecassis-Moedas, C., Mahmoud-Jouini, S. B., Dell’Era, C., Manceau, D., & Verganti, R. (2012). Key resources and internationalization modes of creative knowledge-intensive business services: The case of design consultancies. Creativity and Innovation Management, 21(3), 315-331.

Canavan, D., Sharkey Scott, P., & Mangematin, V. (2013). Creative professional service firms: Aligning strategy and talent. Journal of Business Strategy, 34(3), 24-32.

Caves, R. E. (2001). Creative industries: Contracts between art and commerce. Cambridge, Massachusetts, London: Harvard University Press.

Chesbrough, H. (2007). Business model innovation: It’s not just about technology anymore. Strategy & Leadership, 35(6), 12-17.

Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2-3), 354-363.

Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s Technology Spin-Off Companies. Industrial and Corporate Change, 11(3), 529-555.

Dubois, L.-E., Masson, Le P., Weil, B., & Cohended, P. (2014). From organizing for innovation to innovating for organization: How co-design fosters change in organizations. AIMS 2014, May 2014, Rennes, France.

Dul, J., & Hak, T. (2008). Case study methodology in business research. Amsterdam: Elsevier.

Eikhof, D. R., & Warhurst, Ch. (2013). The promised land? Why social inequalities are systemic in the creative industries. Employee Relations, 35(5), 495-508.

Hogeschool voor de Kunsten Utrecht. (2010). The entrepreneurial dimension of the cultural and creative industries. Utrecht: Hogeschool vor de Kunsten Utrecht.

Kačerauskas, T. (2016). The paradoxes of creativity management. Business Administration and Management, 19(4), 33-43.

Kamp, B., & Alcalde, H. (2014). Servitization in the basque economy. Strategic Change: Briefings in Entrepreneurial Finance, 23(5-6), 359-374.

Linder, J., & Cantrell, S. (2000–2001). Changing business models: Surveying the landscape. A Working Paper from the Accenture Institute for Strategic Change. Retrieved from

Müller, K., Rammer, Ch., & Trüby, J. (2009). The role of creative industries in industrial innovation. Discussion Paper No. 08-109. Mannheim: Zentrum für Europäische Wirtschaftsforschung.

Neely, A. (2008). Exploring the financial consequences of the servitization of manufacturing. Operations Management Research, 1(2), 103-118.

Nogueira Cortimiglia, M., Ghezzi, A., & Frank, A. G. (2015). Business model innovation and strategy making nexus: Evidence from a cross-industry mixed-methods study. R&D Management, 46(3), 414-432.

Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Hoboken, New Jersey: John Wiley & Sons, Inc.

Peltoniemi, M. (2015). Cultural industries: product-market characteristics, management challenges and industry dynamics. International Journal of Management Reviews, 17(1), 41-68.

Poslovna Hrvatska. (2017). Prijava za korisnike. Retrieved from

Puchta, D., Schneider, F., Haigner, S., Wakolbinger, F., & Jenewein, S. (2010). The Berlin creative industries: An empirical analysis of future key industries. Weisbaden: Gabler Verlag.

Rašić Bakarić, I., Bačić, K., & Božić, L. (2015). Mapiranje kreativnih i kulturnih industrija u Republici Hrvatskoj: Projektna studija. Zagreb: Ekonomski institut.

Stabell, Ch. B., & Fjeldstad, Ø. D. (1998). Configuring value for competitive advantage: On chains, shops, and networks. Strategic Management Journal, 19(5), 413-437.<413::AID-SMJ946>3.0.CO;2-C

Stojčić, N., Bačić, K., & Aralica, Z. (2016). Is creative economy in Croatia a myth or reality? Some evidence on the impact of creativity on regional economic growth. Croatian Economic Survey, 18(2), 113-138.

Taran, Y., Boer, H., & Lindgren, P. (2015). A Business model innovation typology. Decision Sciences: A Journal of the Decision Sciences Institute, 46(2), 301-331.

Vendrell-Herrero, F., & Wilson, J. R. (2017). Servitization for territorial competitiveness: Taxonomy and research agenda. Competitiveness Review: An International Business Journal, 27(1), 2-11.

Visnjic, I., Wiengarten, F., & Neely, A. (2016). Only the brave: Product innovation, service business model innovation, and their impact on performance. The Journal of Product Innovation Management, 33(1), 36-52.

Winch, G., & Schneider, E. (1993). Managing the knowledge-based organization: The case of architectural practice. Journal of Management Studies, 30(6), 923-937.

Yin, R. K. (2013). Case study research: design and methods. Thousand Oaks, London, New Delhi: SAGE Publications.

Zott, Ch., & Amit, R. (2002). Measuring the performance implications of business model design: Evidence from emerging growth public firms. Fontainebleau: Insead.