Applying Principles of Management in Creative Industries: A Study on Graphic Design and Multimedia Firms

This paper examines how classical and contemporary principles of management are applied, adapted, or resisted in graphic design and multimedia firms. Drawing on a qualitative multi-case study of six small-to-medium creative firms, the research investigates managerial functions (planning, organising, leading, controlling), the fit between formal management practices and creative work processes, and emergent managerial strategies that balance creativity and commercial demands. Data were collected through semi-structured interviews (n = 28), participant observation, and document analysis, and analysed using reflexive thematic analysis. Findings reveal that while core management principles remain relevant (e.g., clear objectives, role clarity, feedback loops), their enactment in creative contexts requires flexibility, trust-based leadership, project-based organising, and distributed decision-making. The study contributes a contextualised framework — the Adaptive Management-for-Creativity (AMC) model — and practical recommendations for managers in creative industries to foster both creative autonomy and organisational performance. Limitations and avenues for future research are discussed. Keywords: management principles, creative industries, graphic design, multimedia, qualitative research, leadership, organisational design