Establishing ecosystems for disruptive innovation by cross-fertilizing entrepreneurship and the arts

Figures & data

Figure 1. An expanded cycle of creativity.

Table 1. Cross innovation.

Sectors	Involved areas
Creative industry	Design Social media Games & web Visual Arts Open data	Architecture Fashion Music Advertising Contemporary Arts
Traditional or in Growth Industries	Growing Environment and Energy Production goods industry Retail and leisure Financial Services Social Environment Public Patrimony Information and Communication Technology (ICT) Logistics e transportation	Health Manufacture Education Tourism Construction Technology Restoration Public Administration

Source. Crossing Matrix. Cross Innovation. (2014). Oliveira et al. (2016).

Table 2. SMEs – SWOT analysis – weaknesses.

	Friuli Venezia Giulia	Slovenia	Veneto
Essential biography	The company’s organizational chart does not include a research and innovation department.	Limitations regarding innovative implementation of processes; most employees work on everything; short-term goals and projects that generate revenue immediately are more important.	One weakness can be identified in the level of formal education and knowledge. Generational change could also be an issue as traditional firms tend to be managed by the founder.
Research & Innovation	The company carries out R&I projects/activities internally, with no cooperation with external players.	Enterprises have different perspectives and attitudes towards innovations; they must provide a certain added value or financial benefit from the very start if they are to be pursued.	Innovation is key but very often not formalized. One of the weaknesses is the low level of patenting and consequently of the protection of intellectual property.
Art & Design Thinking	The company does not know DT nor AT or, in some cases, has no codified methodologies or processes to carry out R&I projects/activities.	Companies are not familiar with Design Thinking and Art Thinking methods and presume that they will not bring any added value to their company.	Art and design thinking are not very well-known.
Collaboration & cross-fertilization	The company has never cooperated with companies/organisations from CCIs.	No contact with the local community, incomprehension and ignorance of cultural differences, language. Lack of time to cooperate with CCIs.	Culture and creativity professionals are not fully perceived as potential collaborators unless it is for a very specific and functional service such as for instance communication or design of new products.

Source. Deliverable ATT7, DIVA project.

Table 3. CCIs – SWOT analysis – strengths.

	Friuli Venezia Giulia	Slovenia	Veneto
Essential biography	The company’s organizational chart includes a research and innovation department.	Can make decisions faster, are more flexible. Simpler monitoring of processes (one person can oversee all phases).	Their organizational structure is extremely flexible as they often operate by mobilizing networks of other creative professionals. The number of university graduates is significant.
Research & Innovation	The company/organization invests considerably in R&I projects/activities and cooperates with external players (e.g. universities, end users, etc.) in R&I projects/activities	Collaboration with partners (different disciplines, business areas, etc.)	Among the CCI, innovation is not only central but also the essence of their role and presence in society. Projects are often unique, and custom made and, therefore, highly innovative.
Art & Design Thinking	The organization applies traditional R&I instruments/methodologies; does not know Design Thinking and Art Thinking, but in fact applies it.	Design Thinking: methodology focused on understanding and solving a specific problem. Art Thinking: increased opportunity to address social needs/problems; more possible solutions.	CCIs are naturally familiar with the idea of art thinking. This is also the case when they do not know the tools from a technical point of view but they know very well how to implement the principles in practice.
Collaboration & cross-fertilization	The company/organization has successfully cooperated with a traditional company.	Collaboration with SMEs: acquiring different opinions, perspectives, new experiences.	CCIs are curious and perceive the need to build stronger relationships with the rest of the economy and society.

Source. Deliverable ATT7, DIVA project.

Cross Innovation project. Internationalisation Case Study Report, December 2014. http://www.cross-innovation.eu/final-report-rome-partners-publish-case-study-on-internationalisation/news/.

 Google Scholar

Oliveira, J., M. Laranja, M. Lahorgue, and H. Born. 2016. “Cross Innovation Approach and the Creative Industries: A Case Study in the City of Lisbon, Portugal.” International Journal of Innovation 4 (1): 1–12. doi:10.5585/iji.v4i1.68.

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