Multi-case Study on Incentivizing Global Ceramic Innovation Talent: A Grounded Theory

Abstract

Aims: This study aims to explore and construct an effective incentive framework for attracting and retaining international ceramic innovation and entrepreneurship talents by analyzing the roles of cultural identity, technological capability, and institutional mechanisms in promoting interdisciplinary growth and global competitiveness within the ceramic industry. Study Design: This is a qualitative, multi-case study utilizing grounded theory methodology to develop a conceptual model of international ceramic talent incentives. Place and Duration of Study: The research was conducted across four major ceramic production regions—Jingdezhen, Foshan, Tangshan (China), and Sassuolo (Italy)—with support from institutional collaborations in ceramic industry clusters and innovation hubs. Methodology: A total of 28 participants were purposively selected, including ceramic entrepreneurs, chief designers, university faculty members, venture capitalists, and cultural policymakers. Semi-structured interviews (60–90 minutes each) were conducted alongside participant observation in studios and innovation spaces. Internal documents, such as equity incentive plans and joint training agreements, were also collected. A grounded theory approach with open, axial, and selective coding was employed to extract 142 initial concepts and 21 axial categories, which were ultimately synthesized into three core theoretical themes. Results: The analysis revealed a triadic incentive system for international ceramic talents, comprising spiritual, capability-based, and institutional dimensions. Spiritual incentives emphasize cultural identity and symbolic recognition, where international awards and heritage status function as non-financial motivators that enhance professional reputation and personal fulfillment. Capability-based incentives focus on interdisciplinary learning and digital empowerment, with tools such as AR showrooms and AI-assisted design significantly accelerating creative feedback cycles. Institutional incentives support flexible mobility and collaborative ownership through mechanisms like transnational job sharing and equity-linked innovation funds. These elements are integrated into the CTM Model (Culture–Technology–Market), which is proposed as the original theoretical contribution of this study. The CTM Model illustrates how cultural, technological, and market forces interact to sustain and motivate global ceramic innovation talent. Conclusion: This study proposes a three-dimensional incentive model that incorporates symbolic, technological, and structural motivators. The CTM Model provides a novel and actionable theoretical framework for shaping policies and organizational strategies aimed at fostering international ceramic talent ecosystems. Future research using mixed methods is recommended to test its applicability across broader sectors of the creative industries.