Page - 37 - in Digital Entrepreneurship - Impact on Business and Society

successofUber,whichhasdisruptedmany taxi industriesworldwide.Themarket is now being redefined, largely as a result of technological factors. Uber has also given rise to many similar ride-sharing services, such as Lyft. These services connect drivers and customers through an online platform andmobile application, which is very different from traditional taxi services (Cramer andKrueger 2016). Inconclusion,wewould like todiscuss somepossible risksofdigital technology use. Artificial intelligence, among others, brings great risks to our way of living once it is fully developed, as there is a fear of being replaced by intelligent machines (FreyandOsborne2017).Manyargue that continuous innovationand the integration of technologies couldmean that wewill one day be replaced by intel- ligentmachines. Sharing creativity andposting is not alwayspositively received. It can be argued that digital technology creates higher levels of distraction. For example, SNSusers often create posts for short-term amusement, causing alarmor eliciting controversy.Moreover, SNSmemes go viral and are shared across huge networks. Thesememes and jokes are expressive, but they are forgotten as quickly as they are generated (Gardner and Weinstein 2018). The remixing and rapid dissemination of these personalworks inNDMhave diminished the importance of traditional notions of appropriateness and authorship of media (Gardner and Weinstein 2018). More seriously, designers of technology, executives and researchers have all recently expressed their concern about the implications of an attention-based economy being the basis for business models focused on digital tools. The goal of maximising users’ time online can result in the malicious hijacking of themind, via themonetisation of thoughts, emotions and actionswith potentially serious consequences formental health, relationships and democracy. Digital technologies can and do exploit human vulnerability and reduce auton- omy throughaddictionbydesign,whichmighthave significant implications for the creativity of entrepreneurs and their teams. Hence, the digital realm offers new arenas andopportunities for group engagement, fromwhich creativity can emerge, but also new dilemmas about the value and purpose of creative work and how to distribute it respectfully. 2.8 Digital CreativityModel Given themany definitions of creativity, it is difficult to imagine that an accepted definition of digital creativity will emerge, and it is evenmore difficult for digital creativity to emerge in entrepreneurship, particularly since terms have different descriptions andmeanings across disciplines. Onemodel of digital creativity is proposed in Fig. 1, showing the key dimen- sions (participating, making, compose, code, edit, curate, perform, author and producer) and their relationshipswith each other. Thefirst line of themodel, the activitywhich has the aspects of participating or making, indicates that there are different levels of intensity of engagement at dif- ferent periods of time. An entrepreneur will typically be leading (making) the creative activity but will also be involved in creative digital activities initiated by 38 R. D. Hisrich andM. Soltanifar