The artist-enterprise in the digital age / Xavier Greffe.
This book is a monograph of cultural economics of a new concept, art-enterprises. It explores various dimensions that artists embody, i.e., aesthetic, critical, messianic, and economic ones, and screens the multiple challenges faced by the artist-enterprises in terms of pricing, funding, and network...
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Main Author: | |
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Format: | Ebook |
Language: | English |
Published: |
[Tokyo ; Berlin] :
Springer, published by Springer Nature,
[2016]
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Series: | Creativity, heritage and the city ;
1. |
Subjects: | |
Online Access: | Springer eBooks |
Table of Contents:
- 1 Introduction
- References. 2 new challenges for the artist-enterprise : 2.1 The figure of the artists : Bohemianism
- Art for art's sake
- The "modern" artist as defined by Mirbeau
- The artist as a trendsetter
- 2.2 Reorganization of artistic activities : Examples from the Renaissance
- Painting by proxy
- The idea takes precedence
- 2.3 Breaking up space : Producing in display areas
- Consumption in private space
- Overlapping of roles and spaces
- 2.4 Distancing contents from containers : Digital art: has Hollywood become Hollyweb?
- PRicing in the digital age
- 2.5 Changing values
- References. 3 Cultural products : Economic, artistic and cultural goods
- Mediatization of things and thingification of media
- Are brands associated with products or identities?
- Dual aesthetics? From Kant to Nietzche
- Is luxury creative?
- References. 4 The economic footprint of artist-enterprise : 4.1 From masterpieces to cultural products : An initial analysis of the European Union
- A contemporary analysis of culturally creative sectors: the WIPO model
- Comparison of perspectives: France
- 4.2 Are artist-enterprise a driver for development? : A partially common history
- What are the causal links?
- Can the emergence of artist-enterprises be explained?
- References. 5 A permanent and polymorphous figure : Hokusai
- Louis-Comfort Tiffany
- Emile Gallée
- Sergueï Diaghilev
- Coco Chanel
- Walt Disney
- Andy Warhol : Entry into pop art
- Industrialization of production
- References. 6 Fitting artistic and economic dynamics : 6.1 The two perspectives : Artistic densification
- Economic sustainability
- 6.2 Two dynamics to be maintained side by side : Preventing time-lags
- Is it possible to bring the two components of economic viability closer? The double risk principle
- Should aesthetic value and functional utility be linked more closely to overcome the viability risk?
- 6.3 between artistic improvement and economic viability: the example of decorative crafts : Separating the artist from the craftsman
- Is the craftsman an artist-enterprise?
- DO artists and craftsmen share a common aesthetic? The Japanese example
- 6.4 Between artistic improvement and economic viability: design studios : Ideation
- Visualization
- Narration
- Making prototypes
- 6.5 Is it possible to go beyond arts management?
- References. 7 Trust as a market driver : 7.1 Environment required for creating value : The logic underlying the production of value
- Trust as the logic for validating value
- 7.2 Building trust : Sharing a common view: from criticism to marketing 3.0
- Changing the consumer into a co-producer: Hello Kitty and Pokemon
- Cultural hybridization
- 7.3 Significance and limitations of traditional management tools : The SWOT method
- The product cycle method: the example of contemporary theatre
- References. 8 Challenge of attention, curse of liquidity : 8.1 Realizing value in the age of digitization: new business models : From risk posed by copying to the possibility of getting recognition
- Free distribution: from free to Wikipedia
- Recreating divisibility
- The long trail model: selling less of more
- Resorting to indirect appropriation?
- Open source, or redefining problems
- Virtualizing resources: cloud computing
- 8.2 The inevitable problem of raising funds: the curse of liquidity : From movie industry to... Adam Smith
- The pricing pathway
- Raising funds. 9 Organizing the artistic process : 9.1 Institutional life cycles : taking "mild constraints" into consideration
- The scope of activity of an artist-enterprise: the first steps
- The artist-enterprise's position after the diversification of his activities
- Mutualization, sharing administrative responsibilities and regrouping
- 9.2 is it possible to govern talent and genius? : Skill, talent, genius and myth
- But is it possible to define an artist?
- Should talent be managed in-house or should it be controlled from a distance?
- The two networks
- managing by incentives and penalties? Building reputation capital?
- References. 10 Markets and networks : 10.1 From the "art world" to artistic markets : Are analyses of the art world possible without an economic analysis of the art market?
- The basis for analysing cultural markets
- 10.2 Markets for artistically creative products : The determinant variable: novelty not price
- Three art markets: "avant-garde," "edgy" and "absorption"
- 10.3 Arts districts : Creativity, proximity, contiguity
- Are networks a source of adaptation?
- Are arts districts a source of creativity?
- References. 11 Conclusion: the artist-enterprise in a creative economy
- Reference. Bibliography.