Stage-gate model in action: Regulating creativity and business imperatives in creative industries

DS 75-7: Proceedings of the 19th International Conference on Engineering Design (ICED13), Design for Harmonies, Vol.7: Human Behaviour in Design, Seoul, Korea, 19-22.08.2013

Year: 2013
Editor: Udo Lindemann, Srinivasan V, Yong Se Kim, Sang Won Lee, John Clarkson, Gaetano Cascini
Author: Ng, Ricky, Yuk-kwan; Yeung, Sherman, Sheung-man
Series: ICED
Institution: 1: Vocational Training Council, Hong Kong; 2: Independent Researcher
Page(s): 567-573
ISBN: 978-1-904670-50-6
ISSN:  2220-4334


Inspiration and intuition seem to be the two essential components for designers to generate creativity. It is not surprising that designers think differently and very often possess with distinctive concepts of idea generation and time management. Managers and producers regard creative people difficult to work with, in particularly when it comes to the relationships between creativity, budgeting, timing and producing. It is quite obvious that people engaged in creative industries have unique traits which require specific management approaches to accommodate their work styles in order to unleash their creative potentials. In view of the above, this study introduces the ‘stage-gate model’ and examines to what extent it will enable better release of creativity while achieving more effective management of creative projects in creative industries. Case studies of various disciplines in Hong Kong’s creative industries were conducted. Views on specific management of creativity and the significance of using ‘stage-gate model’ as management strategy were discussed. Implications of this research suggested that stage-gate model to a large extent is suitable for creative industries.

Keywords: Stage-gate model, expert judgment


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