At the turn of culture and economics, cultural and creative industries (CCIs) stimulate business, technology, and society and drive innovations within individual regions, as well as on a cross-border level. This makes CCIs and thus culture, creativity, and design significant elements of the modern, post-industrial, and knowledge-based economy. The purpose of the paper is to outline the expectations and needs of entrepreneurs in both the creative and traditional sectors for the future cooperation and implementation of cross-sectoral innovations. It is assumed that there are no guidelines on establishing a cross-sectorial process for the efficient transfer of knowledge for innovation between the two sectors, establishing a strong platform of international cooperation for innovations in the region. To obtain information in this area quantitative and qualitative research was done. A series of expert interviews were conducted, and empirical expert observations were made in the form of qualitative surveys and expert assessments. The presented results are based on the summary reports of empirical research activities. The results of the analysis allowed us to determine that the assumption was true and that representatives of both the traditional and creative sectors lack proven models of cooperation and commercialization for joint innovations.

The sustainable development movement is an essential trend that can resist the excessive consumption and over-exploitation of resources. There have been considerable changes in the perception of the term “sustainable development” over the last 30 years. Difficulties in implementing the principles of rational use of natural resources have resulted from a general conflict between the objectives of economic development and the increasing dynamics of industrial production, the quality of the environment and the objectives of environmental protection. This research goal was to describe ways of linking sustainable development trends and the customer value management process. Research also aimed to indicate what this relationship drives. In order to process the collected individual in-depth interview (IDI) material, the author applied a qualitative analysis. As a result of the exploratory research, it was found that there is no complete agreement on who is responsible for implementing the sustainable development assumptions: producers or customers. However, the process of linking sustainable development trends and customer value management can be pointed out. According to this study, as those who make purchasing decisions, customers are the axis of this relationship. On the basis of the results of this research, as long as customers buy particular products, they will be offered by producers.

Sustainable Development Goals (SDGs) implementation represents an important contribution to circular economy (CE). In recent months, these goals have been modified given the significant changes resulting from the COVID-19 pandemic. Research shows increasing interests in revealing the efficiency of design in order to pursue new business models as sources of innovation that can contribute to SDGs. Nevertheless, the realization of SDGs is not easy on the level of enterprises and regions. Here, our research goal was to describe the role of design in business model re-design for SDGs implementation. It was presumed that during the pandemic, entrepreneurs significantly modified business models, emphasizing aspects of sustainable development. In order to verify this assumption, desk research was combined with qualitative research. Data were gathered from small and medium-sized enterprises (SMEs) and experts. The research raises the point of the underestimated role of design as a determinant of new business models composition connected with the SDGs. As a result, it was found that once applied, design becomes an important tool for sustainable innovation and enable strategic change in companies. Design supports SMEs in business models’ transition towards sustainable, circular performance. In conclusion, it was found that while adjusting business models in a pandemic, entrepreneurs paid more attention to issues related to SDGs.

Marketing and innovative operations are closely connected areas of enterprising activity. Marketing support of innovative process is inscribed into the stream of researches over the economical knowledge transformation in a form of implementing the results of research to practical application. Nonetheless, it appears that marketing innovation itself is not obviously considered in activities of SME sector. It is often misguidedly identified with marketing of innovation. The purpose of the paper is to raise the question of innovations and the classification of them with specific compliance of marketing character as well as dimensions of marketing innovation and its customization for the management of service companies. Marketing i innowacje są bliskimi obszarami działalności przedsiębiorczej. Wsparcie marketingowe procesu innowacyjnego jest wpisane w zakres badań nad ekonomiczną transformacją wiedzy w formie praktycznej implementacji rezultatów badań. Mimo tego wydaje się, że innowacyjny marketing nie jest w jednoznaczny sposób brany pod uwagę przez sektor MSP. Często jest błędnie interpretowany jako marketing innowacji. Celem artykułu jest podniesienie kwestii innowacyjności i klasyfikacja innowacyjności ze szczególnym uwzględnieniem ich marketingowego charakteru, a także wymiarów innowacyjnego marketingu i jego dostosowania do zarządzania przedsiębiorstwem usługowym.

Wydawnictwo Naukowe Uniwersytetu Szczecińskiego