| With the natural resources bottlenecks and environmental issues increasingly acute, the concept of sustainable development has gain much more attention in theory and practice. Cultural creative industries, with its low material resources input and high value-added output, has gain the reputation of "smokeless industry", as well as won the favor of the mature economic countries. For those emerging economies which locate in the low end of the value chain, cultural creative industries is an important opportunity to catch up from behind to before and even achieve leading status. Cultural creative industries have become the new growth pole for both developed countries and developing countries, which show the attractive prospect of "sunrise industry".Meanwhile, China’s Cultural creative industries are faced with the dilemma of low level innovation and low level operational efficiency. For cultural creative industries, its production is the co-evolvement of commercial and artistic. The deviation from either party will result in the difficulty to obtain sustainable development of enterprises. However, from modular production, companies can improve product diversity without sacrificing efficiency in order to meet market demand.In addition, for the cultural creative industries, innovation is the key determinant of their sustained competitive advantage. Knowledge management is the way to realize value innovation. By module design, companies can maximize their knowledge management of creative talents, achieve efficient knowledge transfer of module, integrate the use of knowledge, and ultimately produce cultural creative products through knowledge innovation and development Therefore, for cultural creative industries, knowledge management is the key to build a bridge between modularity and value innovation.Based on this, from the knowledge management perspective, this paper explores the modular operating mechanism of cultural creative industries, in order to open the black box between cultural creative industries modular and value innovation. Firstly, we get the basic dimensions of cultural creative industries modular, knowledge management, and value innovation through literature. Secondly, we get the basic operation of the mechanism of cultural creative industries modular through two exploratory case studies and two confirmatory case studies, raising the basic macro framework of made modular, knowledge management and value innovation; based on this, and combines the relevant literature, this paper proposes the basic hypotheses. Then we conducted pre-test followed by large questionnaire survey of 203 cultural creative companies.Basic conclusions are:(1) For cultural creative industries, modular can be devided into product modularity, process modularity, inter-organizational modularity, and outer-organizational modularity; knowledge management mainly have four demisions, including knowledge acquisition and construct, knowledge transfer and absorption, knowledge integrate and use, as well as knowledge development and creation; value innovation can be decomposed into innovation ability and corporate performance.(2) For cultural creative industries, product modularity, process modularity, inter-organizational modularity has significant positive impact on corporate innovation and corporate performance; process modularity positively influence knowledge acquisition and construct, knowledge transfer and absorption, knowledge integrate and use, as well as knowledge development and creation; inter-organizational modularity positively influence knowledge acquisition and construct, knowledge transfer and absorption, as well as knowledge development and creation; product modularity positively influence knowledge integrate and use, as well as knowledge development and creation; four processes of knowledge management significantly affect value innovation.(3) Knowledge acquisition mediates the relationship between process modularity and corporate innovation, as well as the relationship between inter-organizational modularity and corporate innovation. Knowledge integrate, knowledge creation mediate the relationship between product modularity and corporate innovation, process modularity and corporate innovation, as well as the relationship between inter-organizational modularity and corporate innovation. Knowledge transfer mediates the relationship between process modularity and corporate performance, as well as the relationship between inter-organizational modularity and corporate performance. Knowledge integration utilization mediates the relationship between product modularity and corporate performance, process modularity and corporate performance, as well as the relationship between inter-organizational modularity and corporate performance. This result suggests that different modularity of cultural and creative industries influence corporate innovation and performance by different knowledge management process.(4) The institutional environment positively influences the relationship between process modularity and corporate performance. That is to say, the impact of process modularity on corporate performance is stronger in good institutional environment rather than poor institutional environment. Besides, the institutional environment positively influences the relationship between outer-organizational and corporate performance. That is to say, the impact of outer-organizational modularity on corporate performance is stronger in good institutional environment rather than poor institutional environment.(5) The higher the degree of inter-organizational modularity, the stronger the relationship between product modularity and knowledge acquisition construction will be; the stronger the relationship between process modularity and knowledge acquisition construction will be; the stronger the relationship between outer-organizational modularity and knowledge acquisition construction will be. The higher the degree of inter-organizational modularity, the stronger the relationship between product modularity and knowledge integration utilization will be; the stronger the relationship between process modularity and knowledge integration utilization will be; the stronger the relationship between outer-organizational modularity and knowledge integration utilization will be. The higher the degree of inter-organizational modularity, the stronger the relationship between product modularity and knowledge development and creation will be; the stronger the relationship between process modularity and knowledge development and creation will be; the stronger the relationship between outer-organizational modularity and knowledge development and creation will be.This study complements and completes the theories of the cultural creative industries, and further gives guidance on the practice of cultural and creative business leaders, in order to make them effectively use modularity to enhance knowledge management, and then enhance the value innovation of their products, which ultimately help companies achieve sustained competitive advantages. |
