Seite - 38 - in Digital Entrepreneurship - Impact on Business and Society

members of his or her team and other employees throughout the organisation (participating). Themore the entrepreneur can create an environment in his or her organisation thatprovides theatmosphere formoreandmorecreativity tooccur, the more the resultswill be creative projects that he or she can be involved in through participation. The second line of themodel, capability, involves various roles, such as com- pose, code, edit, curate and perform. Typically, this indicates that often, entrepre- neurial digital creativity involves a complex teamwith different job specifications. While somecreativeactivities in anentrepreneurial environmentwill not require all five roles to be present when developing a new product or service, each role is needed.Some individual(s) in the entrepreneurial organisationmust generate anew idea or a new way of doing things (compose), develop the idea into something actionable (code), refine the idea through testmarketing and evaluations at various stages of the product development process (edit), accumulate the various parts, equipment and procedures to make the idea into a marketable product or service (curate), and then ensure the customer is satisfiedwith the results (perform). The third lineof themodel is the entrepreneurship role that involves theposition of the entrepreneur andcreates the team. Is the rolemoreofbeing the creator of the idea (author) or being able to develop and market the new idea for a product or service (role). Itwill be interesting toviewthemodels thatdevelopasa resultof the use of digital technologies in areas of marketing, such as consumer purchasing process, product planning and development, pricing, distribution systems and promotion. It is important to realise that all three components of this model are interde- pendent andmust be balanced in order for the potential of digital creativity to be unlocked.The levelofengagementmustmatch thecapabilitiesofentrepreneursand their teams,who in turn,must takeona role that caneffectivelyconvert thefirst two components into creative output. This will ensure that the resources used to attain said output are appropriate and that such resources are available andnotwasted. If an entrepreneur, for example,were to not put themselves in the right role and then create an environment that is poorly chosen for creativitymaximisation, no team, nomatter howwell-chosen and complex, will be able to provide the entrepreneur with the creative output they desire. Fig. 1 Digital creativitymodel. Source Sefton-Green (2018) Unleashing the Creativity of Entrepreneurswith Digital… 39