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The Role of Entrepreneurship and Business Consulting in Companies in

Creative Industries

Article  in  Problemy Zarządzania - Management Issues · July 2018

DOI: 10.7172/1644-9584.73.11

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 Problemy Zarz dzania, vol. 16, nr 1 (73), cz. 2: 181 –191
ISSN 1644-9584, © Wydzia Zarz dzania UW
DOI 10.7172/1644-9584.73.11

The Role of Entrepreneurship and Business Consulting

in Companies in Creative Industries
Submitted: 11.07.17 | Accepted: 21.01.18

Magdalena Ratalewska*
The efficiency of operations of a small and medium-sized business depends largely on the entrepreneurial
spirit, skills and knowledge, as well as creativity and openness to the introduction of new solutions on the
part of its owner. Undoubtedly, with growing awareness of the role of entrepreneurship in management of
micro, small and medium-sized companies, demand for various types of advisory services also increases.
The aim of the paper is to analyse micro, small and medium-sized companies in the creative industries
sector in terms of entrepreneurial behaviour and experience associated with using consulting services.
The paper describes the results of the study conducted by means of the CATI (Computer Assisted
Telephone Interview) method in 60 companies in the Lodz Region using consulting services and operating
in the area of: (i) marketing and advertising, and (ii) computer games and IT. It was a pilot study.
Keywords: SMEs, creative industries, entrepreneurship, consulting.

Rola przedsi biorczo ci i doradztwa w firmach

z sektorów kreatywnych
Nades ano: 11.07.17 | Zaakceptowano: 21.01.18

Efektywno ma ej i redniej firmy w du ej mierze zale y od stopnia przedsi biorczo ci w a ciciela,

jego umiej tno ci i wiedzy oraz jego kreatywno ci i gotowo ci na wprowadzanie nowych rozwi za .
Niew tpliwie wraz ze wzrostem wiadomo ci roli przedsi biorczo ci w zarz dzaniu ma i redni firm
ro nie zapotrzebowanie na ró nego rodzaju us ugi doradcze. Celem artyku u jest analiza mikro, ma ych
i rednich firm z sektorów kreatywnych pod k tem przedsi biorczych zachowa oraz do wiadcze zwi -
zanych z korzystaniem z us ug doradczych.
Referat opisuje rezultaty badania przeprowadzonego metod CATI (Computer Assisted Telephone Interview)
na 60 firmach województwa ódzkiego korzystaj cych z us ug doradczych funkcjonuj cych w bran ach:
(i) Marketingu i Reklamy oraz (ii) Gier komputerowych i IT. Badanie ma charakter pilota owy.
S owa kluczowe: MSP, sektory kreatywne, przedsi biorczo , doradztwo.
JEL: L25, L26.

* Magdalena Ratalewska – PhD, Department of Entrepreneurship and Industrial Policy, Faculty of

Management, University of Lodz.

Correspondence address: Department of Entrepreneurship and Industrial Policy, Faculty of Management,

University of Lodz, Matejki Street, 22/26, 90-237 Lodz, Poland; e-mail: mratalewska@uni.lodz.pl.
The creation of the English-language version of these publications is financed in
the framework of contract No. 768/P-DUN/2016 by the Ministry of Science and
Higher Education committed to activities aimed at the promotion of education.
 Magdalena Ratalewska

1. Introduction
The creative industries sector has become the subject of research quite
recently. This is a new field of science that has been growing rapidly since
the 1990s. The first attempts to define creative industries were undertaken
at the beginning of the 1990s in Australia. In 1997, the UK Department
of Culture Media and Sport (DCMS) formulated the most commonly used
definition, according to which creative industries are “those industries
which have their origin in individual creativity, skill and talent and which
have a potential for wealth and job creation through the generation and
exploitation of intellectual property” (DCMS, 2009, p. 4). In 2008, a global
definition of creative industries was proposed in the Creative Economy
Report about the state of the creative economy released by the United
Nations Conference on Trade and Development (UNCTAD). According
to the said definition, this sector “is the interface among creativity, culture,
economics and technology, as expressed in the ability to create and circulate
intellectual capital, has the potential to generate income, jobs and export
earnings while at the same time promoting social inclusion, cultural diversity
and human development” (Analiza potrzeb…, 2009, p. 4).
The creative industries sector is broadly defined as “creative enterprises
that are market-oriented, and deal with creation, production, distribution
and/or dissemination of creative goods and services through the media”
(Analiza potrzeb…, 2009, p. 7).
The creative industries sector includes such activities as: advertising,
film and video, architecture, music, art and antiques market, performa-
tive arts, computer and video games, publishing market, crafts, design,
software, radio and television, and fashion that represent two branches of
the creative economy, i.e. the traditional cultural industries and the new
knowledge-based sectors (DCMS, 2009, p. 25). In this approach, creative
industries have been identified as: (i) having their origin in individual
creativity, skill and talent; (ii) having the potential to create wealth and
generate jobs throughout generations by continuous exploration of new
possibilities.
Creative enterprises are particularly important for the economy as they
have an impact on building the economic potential of countries, cities and
regions. Their foundations are based on: (i) the size of demand for goods
and services which are the product of human creativity, and the creation of
pro-consumer attitudes; (ii) high levels of human and intellectual capital;
(iii) openness to innovation. Enterprises from the creative industries sector
are often characterised by features of entrepreneurial organisations focused
on creativity and innovative solutions.

182 DOI 10.7172/1644-9584.73.11

 The Role of Entrepreneurship and Business Consulting in Companies in Creative Industries

2. The Concept and Importance of Entrepreneurship

The concept of entrepreneurship appears at the end of the 18th and
the beginning of the 19th century, A. Smith, J. B. Say and J. Schumpeter
are considered its precursors. They provided the foundations for today’s
reflections on entrepreneurship.
A. Smith attributed an important role to the person of the capitalist,
i.e. a person who invests capital contributing to wealth creation. A decisive
role in the economic system was assigned to the market mechanism called
by A. Smith “the invisible hand” of the market. He identified the entre-
preneur with a business owner, a provider of capital, and business success
with quick and smart adaptation to the developments taking place in the
economy. He made therefore a clear distinction between the capitalist and
the entrepreneur. i.e. a person who is a business owner, takes final deci-
sions and is exposed to business risk (Piecuch, 2013, p. 19).
J.B. Say described entrepreneurship as an opportunity to transfer eco-
nomic resources from areas of lower productivity to areas of greater yield.
He saw the essence of entrepreneurship in such a behaviour of the entre-
preneur that shifts economic resources from an area of lower productivity
to an area of higher productivity and greater yield, thus increasing pro-
duction and achieving a higher return. In his concept, the entrepreneur
is a stand-alone manufacturer combining capital and labour factors with
entrepreneurial activity (B awat, 2003, p. 19).
J. Schumpeter, the creator of the classical theory of entrepreneurship,
saw the entrepreneur as a person characterised by creative activity reflected
in the implementation of new concepts, emphasising, however, that the
entrepreneur does not have to be an inventor. The entrepreneur’s role
is mainly associated with the ability to use creative activities of inventors.
J. Schumpeter identified five functions of entrepreneurship that include:
(i) production and distribution of new products, (ii) introduction of new
methods of manufacture, (iii) creation of new business forms, (iv) opening
of new markets, (v) conquest of new sources of raw materials and other
supplies. The characteristics of an entrepreneurial person presented by
J. Schumpeter are dominated by the image of a person full of ideas, initia-
tive, and perseverance in overcoming problems and breaking stereotypes,
resistant to stress and failures (Schumpeter, 1960, p. 64).
In the management literature, P. Drucker was the first to describe the
nature of entrepreneurship, treating entrepreneurship as a close combination
of entrepreneurial and innovative activities aimed at market success. In his
opinion, an entrepreneurial person always seeks change, responds to it and
exploits it, perceiving change as an opportunity (Drucker, 1992, pp. 30–37).
Entrepreneurship is analysed from the economic, psychological and pro-
cess perspective. The economic approach means “such combination and
engagement of production factors in a business run in the conditions of

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 Magdalena Ratalewska

uncertainty and risk to ensure profit for the person or a group of persons
who act as entrepreneurs” (Matusiak, 2006, p. 28). In the psychological
approach, entrepreneurship is defined as an element of human personality,
personal attributes, skills, motivation, and real-world behaviour. An entre-
preneurial man is active, creative, characterised by the ability to mobilise
others to act, showing courage in making decisions and implementing ideas
(Klimek 2016, p. 27). In the process approach, entrepreneurship is seen
as a process that consists of consecutive stages. It is focused on the use of
an innovative idea, takes into account the possibility of risk, and also aims
to bring certain benefits. According to A. Shapero, the process approach
includes showing initiative (individually or in groups), combining resources
to create a business, control of its operations, freedom of action, as well as
risk-taking (Piecuch 2013, pp. 40–41). The main elements of the entrepre-
neurial process comprise a chance (an opportunity), resources and a team.
A chance (an opportunity) should be understood as the future state of
affairs which is seen as desirable and achievable, different from the present
situation. The recognition of an opportunity by the entrepreneur underpins
the whole process. Its presence prompts to take action that enables its
exploitation. The entrepreneur subsequently collects resources and cre-
ates a team that will help in achieving the objectives pursued (Glinka and
Gudkova, 2011, pp. 56–58).
Entrepreneurship is a very important element of the functioning of
micro, small and medium-sized enterprises in creative industries as it pro-
vides the ability to create, visualise and seize opportunities, take control
of possibilities, organise the necessary resources leading to the creation of
new products and services.

3. The Role and Significance of Business Consulting

Entrepreneurs that set up small and medium-sized companies rarely have
all the knowledge necessary for their effective management; in addition,
the scope of essential knowledge changes with the growth of the company
(Stawasz, 2016, p. 231). Business consulting is characterised by diversity in
relation to the content of services provided to companies of various sizes
and at different stages of development (Mole, Baldock and Nort, 2013,
pp. 1–38). Owners of micro-enterprises are more likely to use other types
of advisers instead of business consulting firms and professional consultants.
For this purpose, they tend to use business relations (friends, family) that
do not perform advisory functions, such as accountants, suppliers, bank
staff, clients/customers or business partners (G odek, 2017). Owners of small
and medium-sized businesses see more need for and make increasing use
of external advisory services. Consulting serves to solve problems in the
sphere of management, identify and exploit new opportunities, learn and
implement changes.

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 The Role of Entrepreneurship and Business Consulting in Companies in Creative Industries

Business consulting can be divided according to two main criteria: func-

tional and institutional. According to the functional criterion, business con-
sulting consists of (i) general advice provided for smaller companies in the
early stages of development, (ii) function and issue-specific advice, and (iii)
specialised consulting provided for larger, more mature companies. Accord-
ing to the institutional criterion, it is divided into (i) internal consulting
encountered in large, mature enterprises, and (ii) external consulting which
is a paid or free of charge service offered by professional and independent
natural persons and legal entities (Stawasz, 2015, pp. 181–182).
The use of business consulting can serve three functions: (i) to have
a positive influence on the reduction of the knowledge gap in the area of
management, helping indirectly in the creation of the development strategy,
(ii) to directly participate in the creation of the development strategy, or
(iii) to assist managers in the creation of the development strategy. The
awareness on the part of managers as to the role of advisory services in
the process of management and company development is of great impor-
tance since they determine the scope and intensity of the involvement of
consulting services in the process of learning and creating their companies’
development strategies (Stawasz and Grabowski, 2016, p. 54).
According to M. Jaques and B. Povey, there are three roles of business
advisers in the SMEs’ sector: (i) operational advisers with extensive knowl-
edge of business operations but no deep specialised expertise, (ii) expert
advisers who have knowledge of areas such as ICT, innovation and tech-
nology development, finance, international exchange, professional training,
etc., (iii) advisers to managers who are responsible for directing activities of
expert or operational advisers, but also perform some of consultants’ tasks
(G odek and obacz, 2012, p. 13). C. Wren and D. Storey note that small
business owners do not assign advisory services the key importance in their
business activity, but often treat such services as important. They mention
two reasons for the deliberate search for business advice: (i) a need for
contact with modern solutions due to the anticipation of problems that may
occur in the future, and (ii) a need to deal with the crisis already existing
in the company (G odek and obacz, 2012, p. 14).
Access to external knowledge resources can become one of important
factors affecting the way an enterprise operates as well as the possibility
and manner of its development. The use of external knowledge can play
a positive role in the process of weakening barriers to development and
reducing the perceived risks associated with decision making in micro, small
and medium-sized enterprises (G odek and obacz, 2013, pp. 245–262).

4. Research Characteristics – Methodology

The aim of the pilot study conducted is the expansion of knowledge
concerning experience of entrepreneurship and the use of advisory services

Problemy Zarz dzania vol. 16, nr 1 (73), cz. 2, 2018 185

 Magdalena Ratalewska

by micro, small and medium-sized enterprises in creative industries. The

following assumptions were made: (i) the study includes opinions of
enterprises for the period 1.01.2014 – 31.12.2016 as of the end of 2016;
(ii) the study was carried out in the period January–April 2017; (iii) research
tools included: a survey questionnaire conducted by means of CATI;
(iv) selection of the sample was purposeful and the companies were selected
on the basis of data from the Central Statistical Office; (v) the survey
covered micro, small and medium-sized enterprises in creative industries
operating in Poland; (vi) the surveyed managers were company owners;
(vii) the analysed sectors included: marketing and advertising, computer
games and mobile applications; (viii) 60 companies from the Lodz Region
using advisory services were analysed.
The study covered 32 companies in the field of marketing and advertising,
as well as 28 companies from the sector of computer games and IT. Most
of the analysed companies were micro-enterprises and small businesses.

Sectors
Marketing and advertising Computer games and IT
Micro Small Medium Micro Small Medium
18 12 2 15 10 3
Table information: Micro enterprise (fewer than 10 employees); Small enterprise (fewer than
50 employees); Medium-sized enterprise (fewer than 250 employees)
Tab. 1. Distribution of analysed sample. Source: own research, 2017.

5. Research Results
According to the respondents, their success is associated with high
self-awareness, knowledge of their weaknesses and strengths, as well as
their ability to make responsible decisions. A person with a high level of
independence can independently plan, organise and perform work, taking
full responsibility for its results. Such a person can cope with stressful
situations, namely sudden changes or time pressure, and situations that
require one to make quick, independent decisions. The surveyed respondents
from the marketing and advertising sector indicated the following existing
entrepreneurial competencies that contribute to the success of their com-
panies: determined, confident, creative, innovative, courageous, and open
to cooperation. In the sector of computer games and IT, innovativeness
came to the fore, while the other competencies were similarly distributed.
On a scale of 1 to 5, the respondents assessed their attitude towards:
(i) seeking an opportunity, (ii) innovations/novelties, (iii) business risks, and
(iv) the competition. They assigned themselves high scores, at the level of
4 and 5, and none of the respondents assessed the attitudes mentioned at
the level of 1–3.

186 DOI 10.7172/1644-9584.73.11

 The Role of Entrepreneurship and Business Consulting in Companies in Creative Industries

Sectors
Attitudes Marketing and advertising Computer games and IT
(4) (5) (4) (5)
Attitude towards seeking
4 28 10 19
an opportunity
Attitude towards
14 18 4 24
innovations/novelties
Attitude towards
15 17 10 18
business risks
Attitude towards
14 18 11 17
the competition
Tab. 2. Assessment of entrepreneurial attitudes. Source: own research, 2017.

When assessing their entrepreneurial competencies, the respondents

were somewhat more critical by assigning some of these competencies
a score at the level of 3 on a scale of five points, which indicates a need
for improvement in these areas (and which was clearly emphasised in the
comments). In both sectors, the respondents highly assess their competencies
to exploit an opportunity and manage their company. Managers from the
computer games and IT sector assess their competencies in implementing
innovation higher than managers of the marketing and advertising sector.

Sectors
Marketing Computer games
Competencies
and advertising and IT
(3) (4) (5) (3) (4) (5)
Exploitation
3 14 15 2 8 18
of market opportunities
Implementation of innovations
4 16 12 4 4 20
(designing novelties)
Company management 4 14 14 3 9 16
Tab. 3. Assessment of entrepreneurial competencies. Source: own research, 2017.

The recommendation of consultants/a consulting company by another

company/person using their services (16 responses in the marketing and
advertising sector and 18 responses in the computer games and IT sec-
tor) is the main channel of obtaining business consulting providers for the
surveyed companies. The surveyed respondents also browse the Internet
and use knowledge and experience of family members and friends for
this purpose.

Problemy Zarz dzania vol. 16, nr 1 (73), cz. 2, 2018 187

 Magdalena Ratalewska

Sectors
Marketing and advertising Computer games and IT
Recommendation 16 18
Internet 7 6
Family’s and friends’
9 4
assistance
Tab. 4. Channels of obtaining business consulting. Source: own research, 2017.

The most common reason for using advisory services provided by the
respondents from the marketing and advertising sector is a need to develop
their business (12 responses), then a need to improve financial results,
a need to expand their activities, and a need to come into contact with
modern technology. In the computer games and IT sector, a need for
contact with modern technology (12 responses) comes to the fore, and
then a need for company development, improvement of financial results
and expansion of the area of activity.

Sectors
Marketing and advertising Computer games and IT
Company development 12 8
Improvement
9 4
of financial results
Expansion of activity 7 4
Need for contact
4 12
with modern technology
Tab. 5. Reasons for making the decision to use advisory services. Source: own research,
2017.

Enterprises in the marketing and advertising sector indicate that financial

advice (10 responses) and operational advice (9 responses) are the most
popular areas of business consulting for them. For small and medium-sized
enterprises from the sector of computer games and IT, the most important
element is IT consulting (both internal and external), that is, an opportu-
nity to learn about the latest solutions in the field of modern technology
implemented by other companies operating in the market (12 responses).
In both sectors, business consulting at the strategic level plays an impor-
tant role. The investigated companies when asked about the forecast for
the need for advisory services indicate the desire to maintain the current
demand for business consulting.

188 DOI 10.7172/1644-9584.73.11

 The Role of Entrepreneurship and Business Consulting in Companies in Creative Industries

Sectors
Marketing and advertising Computer games and IT
Financial consulting 10 4
Operational consulting 9 3
IT consulting 4 12
Strategic consulting 5 5
HR consulting 4 4
Tab. 6. Demand for business consulting. Source: own research, 2017.

Factors on the basis of which the entrepreneurs decide on the selection

of a consulting agency comprise above all its experience and competence
(14 responses in the marketing and advertising sector and 8 responses
in the computer games and IT sector), as well as specialisation in the
provision of a given service (11 responses in the marketing and advertising
sector and 12 responses in the computer games and IT sector). Its price,
brand and the possibility of obtaining financial assistance are less important.
This shows a tendency to select higher quality services, not necessarily
the cheapest, which reflects a positive change in the consciousness of the
surveyed respondents.

Sectors
Marketing and advertising Computer games and IT
Experience and competence
14 8
of the consulting agency
Specialisation in a particular
11 12
type of service
Price 2 3
Brand of the consulting
2 2
agency
Possibility of financial
3 3
assistance
Other – –
Tab. 7. Criteria for the selection of consulting agencies. Source: own research, 2017.

The representatives of micro, small and medium-sized enterprises who

have experience with the business consulting industry declare their desire
to continue this cooperation at the level of 28 responses in the marketing
and advertising sector and at the level of 24 responses in the computer
games and IT sector. These declarations are in accordance with generally

Problemy Zarz dzania vol. 16, nr 1 (73), cz. 2, 2018 189

 Magdalena Ratalewska

positive assessments of the quality of previously purchased services, most

of which in the analysed sample of enterprises were assessed at the level
of 4 or 5 on the scale of five points of satisfaction (29 responses in the
marketing and advertising sector and 26 responses in the computer games
and IT sector). It should also be noted that very often companies using
advisory services cooperate with their providers not once but on a regular
basis (30 responses in the marketing and advertising sector and 25 responses
in the computer games and IT sector). It is worth highlighting that the
investigated companies also provide advisory services in the field related
to their own activities in the sector of marketing and advertising sector
(18 responses) and in the sector of computer games and IT (21 responses).
Asked for the reasons why other companies in their sector do not use
consulting, the respondents indicate: (i) a lack of financial resources, (ii);
a lack of such need understood as independence on the part of the man-
aging person, (iii) a lack of knowledge about benefits possible to achieve,
(iv) a lack of confidence in consulting agencies, and (v) a lack of knowledge
about advisory services.

Sectors
Marketing and advertising Computer games and IT
No financial resources 11 10
No need, independence 10 8
No knowledge about
5 4
benefits possible to achieve
No confidence
4 3
in consulting agencies
No knowledge about
2 3
advisory services
Other – –
Tab. 8. The reasons for which enterprises do not make use of business consulting. Source:
own research, 2017.

6. Conclusions
The study presented in the paper is a pilot one and the issues contained
herein will be subject to further verification. However, it can be concluded
that nowadays the market offers advisers specialised in virtually every area
of business operations in any sector. Even small companies have the abil-
ity to conduct their business activities using external knowledge tailored
to their individual needs. Selective use of advisory services allows one to
prepare a personalised action scenario that minimises business risk and

190 DOI 10.7172/1644-9584.73.11

 The Role of Entrepreneurship and Business Consulting in Companies in Creative Industries

provides an opportunity for business development. If business consulting

for SMEs is to develop faster, the services offered cannot be provided only
to professionals by professionals, even though this approach yields positive
results in the video game and IT industry (a need for contact with modern
solutions). Business consulting should be more open to the issues related to
micro, small and medium-sized enterprises and offer services understood by
their recipients. The pilot study shows that business consulting in companies
characterised by entrepreneurial features fulfils its role and will continue to
develop as companies using this kind of services are mostly satisfied with
the results and decide to purchase such services again.

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