Abstract
Artistically creative artist-enterprises are obliged to seek the help of markets to find the resources necessary for their activity. Traditionally, they should be able to enter independently without having to build relationships that would lead to agreements unfavourable to consumers. The same could also be said about the latter because “an enterprise is a drop in the ocean of supply” just as “a buyer is a drop in the ocean of demand” and competition leads to the highest possible price for producers and the lowest possible price for consumers. However, this approach does not comply either with the nature of artistically creative enterprises or with the behaviour of buyers of culturalartistic goods. Enterprises do not function in pre-existing markets; they have to create new markets where they are not even sure of finding buyers. Buyers can influence each other’s tastes and the way they express their needs. Enterprises often cooperate with one another to boost their creativity, share costs, etc., when they are creating new products. Buyers set up associations and communities. Here too, traditional methods are making way for new ones as seen in the emergence of cultural districts and social communities.
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Notes
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The overall result can be confirmed in different cultural sectors [25, pp. 351–355]
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In the case of arts and crafts, the overall result is weak, but it does not really change matters because the positive effect of synergy (0.29) neutralizes the negative effect of competition (2.31). This means that the rate of mortality is divided by almost 3 due to the synergy effect whereas the rate of mortality is multiplied by 2.31 due to the competition effect.
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In the case of the visual arts, this result is reinforced by the positive effect of synergy (0.29) which clearly neutralizes the negative effect of competition (1.70) (it must be remembered that the coefficients should be interpreted as multipliers).
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In the case of stage performances, this result is reversed because the positive effect of synergy (0.29) is clearly dominated here by the negative effect of competition (4.61), which leads to a net negative effect due to concentration in one area.
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In the case of book publishing, the overall result is strong because the positive effect of synergy (0.29) clearly nullifies the negative effect of competition (1.48).
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In the audio visual sector, this overall result is even stronger because the positive effect of synergy (0.29) adds to the positive effect of competition (0.91): this tends to justify the reference to Hollywood or Bollywood as a vindication of the cultural district theory which is comparable to Marshall’s industrial district theory.
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Greffe, X. (2016). Markets and Networks. In: The Artist–Enterprise in the Digital Age. Creativity, Heritage and the City, vol 1. Springer, Tokyo. https://doi.org/10.1007/978-4-431-55969-6_10
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