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Arts & Communication Business models transformation in the creative industries

information on the organizational characteristics of that is only valid at the moment of observation and must
PAOs. Interviews were conducted both online and on be updated on a regular basis. This is certainly one of the
the premises of interviewees. Each PAO participated in model’s significant shortcomings, as it only allowed us
multiple interviews (approximately three), each lasting 2 h. to grasp the organizations’ situations as “photographed”
Purposive theoretical sampling was adopted in this study, during the interviews.
as advised by qualitative research practice, because the The interview data were subsequently transcribed in
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participants selected for the study were directly affected by a less discursive manner and summarized in a strategy
the phenomenon under examination. In this scenario, the document named “Revitalization Plan,” as the research’s
participants were perfectly competent to provide a detailed objective was not just scientific but also to aid the PAOs
understanding of the phenomenon.
surveyed in overcoming the pandemic. The SWOT
In this situation, the sample size was fixed: all 12 analysis revealed important concerns and a plan was
organizations involved in the two initiatives were then suggested to solve them. This tool was tremendously
questioned. Theoretical saturation (the moment at which no useful in understanding the company’s structure and the
new categories, concepts, dimensions, or episodes develop modifications that were in effect at the time of the research.
during the research process) specifies when the study The findings of the semi-structured interviews and the
could be regarded as complete, as all researched categories SWOT analysis (one for each firm) were then compared to
had been saturated. In this scenario, saturation occurred the quantitative data required (Table 3).
after the second interview. The third interview served to
validate concepts and classifications. The interviews were Some data on the organizational structure of the 12
transcribed and categorized using the open bone coding PAOs are summarized in Table 4.
technique, which identifies categories based on the study’s
aims and interview protocol. The factors evaluated included Table 3. Quantitative data required from organizations
the organization, its primary stakeholders, the year it was Category Detail
founded, its legal nature, its principal operations, a brief
history of the organization, its purpose, vision, identity Production • Productions per year
• Number of performances per year
aspects, creative poetics, innovation, and research. In • Costs of realization
this scenario, all of the important corporate leaders were • Location
invited to participate, and they provided their insights and • Receipts per show
comments on the given themes. Every effort was made to • Annual receipts
ensure that all participants agreed on what was stated on Activities • Other activities per year
the many themes covered by the open-ended questions. • Type of activity
• Costs of realization
To conduct the SWOT analysis, however, the resources • Members/participants
delegated to respond to the specific aspects examined • Location
were called upon: for example, in terms of economic • Annual receipts and per activity
sustainability, those responsible for accounting and Relation system • Spectators/clients/suppliers
administration answered the questions and reflections, • Annual number
as did those responsible for production and distribution, • Type of customer
• Type of supplier
as well as area managers, among others. The purpose • Partners
was to gather detailed information on the issues being • Other
investigated, as indicated in Table 2. Clearly, the SWOT Revenues • Turnover per year
analysis, as a static analysis model, provides information • Turnover from own productions
• Turnover from other activities
Table 2. SWOT analysis • Total turnover
Other income • Other income per year
SWOT analysis Analyzed aspects • Type of revenue
Number of 1. Economic sustainability • Type of activity carried out
organizations: 12 2. Production and distribution • Total revenue
3. Innovation, research, and development Costs • Costs per year
4. Human resources • Fixed costs
5. Public relations • Variable costs
6. Marketing and communication • Main cost items
7. Social responsibility • Monthly costs
• Total annual costs
Abbreviation: SWOT: Strengths, weaknesses, opportunities, and threats.

Volume 3 Issue 2 (2025) 5 doi: 10.36922/ac.2974