Many researchers believe that knowledge-based entrepreneurial firms struggle to survive because in these specific activities they must be simultaneously entrepreneurial on several dimensions. Indeed, they must be entrepreneurial in the sense that they create a new product or a new service, but they must also be innovative in their business model and in the marketing strategy employed. Besides, they have to show some Schumpeterian entrepreneurial skills to bind those elements together. Achieving simultaneously a good level of efficiency in all those entrepreneurial domains is difficult, therefore many start-up firms fail in their early years (Burger-Helmchen, 2008; Maurer, Ebers, 2006; Leiblein, 2007; Witt, Zellner, 2007).

The present work aims to answer the following question: How should a creative firm which relies on a user community to achieve sufficient efficiency in some of the entrepreneurial dimensions, manage the division of labour and the division of knowledge? Following Alvarez and Barney (2007) the study focuses on the debate as to whether entrepreneurial opportunities exist by themselves or whether they are created by the actions of entrepreneurs, in the present case helped by the action of the users of the existing product or the product under development. Usually two alternative theories of entrepreneurial opportunity genesis compete, the discovery theory and the creation theory.