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Arts & Communication Business models transformation in the creative industries

the elements, their interrelationships, and stakeholder 2.2. BMs in CCIs after the pandemic of COVID-19
interactions that an organizational unit employs to The BMs of cultural and creative sectors reflect the
generate, deliver, collect, and exchange long-term value for influence of organizational transformation. As we will see,
and in partnership with a broad set of stakeholders. 12 these transformations represent the desires and demands
Evans et al. describe sustainable BMs using five for a long-term organizational form, as a consequence
13
propositions: sustainable value incorporates economic, of a focus on social and environmental concerns, as well
social, and environmental benefits as forms of value; it also as a special corporate structure geared toward having a
establishes a system of sustainable value streams among beneficial influence on the outside world. Although there
multiple stakeholders, including the natural environment are relevant studies on BMs and the use of the BM Canvas
and society; and, finally, it is capable of generating a value as a tool to capture the essence of a company’s value, there
network with new purpose, design, and governance. is a lack of specific research that can highlight the changes
Finally, enhancing externality internalization through occurring in the BMs of CCIs, specifically as a result of
product-service systems has the potential to drive value the COVID-19 pandemic’s impact and the subsequent
chain innovation. transformations within these organizations. As a result,
According to previous research, sustainable BM this study will concentrate on examining a few firms to
3
innovation is defined as the development and execution better understand their status during the COVID-19 era
of sustainable BM. This might entail developing entirely and how the pandemic influenced their organizational
new BMs, expanding into other BMs, acquiring new BMs, decisions and business strategies.
or switching from one BM to another. According to the 3. Data and methods
provided definitions, the sustainable BM is a variation
of the standard BM idea with certain extra aims, such 3.1. The purpose and research tasks
as adopting sustainability concepts and principles and The unique characteristics of the CCIs necessitate an
integrating them into the notion of value (e.g., in value adaptation of the traditional BM concept, as these sectors
creation, value capture mechanisms, etc.). often appear poorly structured from a business organizational
The key hurdles for innovation toward sustainable BMs standpoint and are primarily composed of non-profit
have been recognized, especially in the following areas: organizations with legal associative forms. As a result, a
3
(i) Triple bottom line: The co-creation of revenues, social simple commercial logic cannot be used in this sector, just
and environmental benefits, and their balance is a test as no one BM can be applied to all categories within CCIs.
for shifting to sustainable BMs 4,6,14 This suggests that a typical BM is more commonly found
(ii) Mindset: Corporate rules, standards, behavioral norms, in more commercial creative businesses (the profit sector),
and performance measurements trump organizational such as gaming, publishing, and film production. In recent
attitudes, impeding the adoption of innovative BMs 8,15,16 times, the pandemic has accelerated changes in the BMs of
(iii) Resources: There is a reluctance to allocate and reconfigure CCIs, driven mostly by technological growth, which has led
resources and procedures for BM innovation 17-19 to strong connectivity between social, cultural, and digital
(iv) Technological innovation: Combining clean difficulties. Digitalization is changing the way individuals
technology with BM innovation is multifaceted and engage with culture, creating new economic models and
difficult 14,16,19 mandating the acquisition of new skills. 23
(v) External relations: Significant contact with external The BMs of the cultural sector must enable companies
stakeholders and the business environment requires to convey a coherent story about who their consumers
more work 4,8,20 are, what value and revenue they can generate from
(vi) Methods and tools: Existing business modeling their activities, and what value they can collect for
methods and tools, such as those established by their organization. This permits BMs to be used as
Osterwalder and Pigneur, are limited and seldom organizational thinking tools that clearly express what
2,15
focused on sustainability. 17,21,22 a certain organization plans to achieve, what it wishes to
These research questions will be addressed in the offer, and the connections that will arise from attaining
development of this paper, with an emphasis on the the suggested objectives. BMs do not have to be focused
dynamics underlying the transformation of sustainable solely on economic return, but rather on creating value
BMs in the creative industries. The paper will highlight (including financial, social, and environmental value).
not only the stages of this evolution but also how the In the case of non-profit organizations, additional tools
dissemination of cultural, social, and environmental value such as the balanced scorecard and the social returns-on-
is at the heart of this innovative dynamic. investment indicator are important examples.

Volume 3 Issue 2 (2025) 3 doi: 10.36922/ac.2974