Purpose: Under pressure of declines in the cultural sector, many classical music organizations are reacting similarly with a turn towards predictability regarding both organizational model and artistic output. In response to this situation, this paper examines the business model of an organization that utilizes a commoning approach in order to unlock possibilities for artistic innovation.
Design/Methodology/Approach: This study follows an in-depth single case study of a business model of an alternatively-organized music venue. Data on the Splendor case have been collected during several on-site visits, and a series of three interviews with key representatives.
Findings: The case study demonstrates that commoning principles can be utilized in a business model through a series of collective duties, which help unlock the potential for individual artistic freedom.
Originality/Value: The article highlights the potential of designing of a business model that is based on commoning principles. Commoning is increasingly gathering momentum as a new way of collectively organizing the use of a (im)material resource, which is based on the values of sharing, common (intellectual) ownership, and cooperation.
Length: 7 pagesDownload paper