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Handbook of Management and Creativity
This Handbook draws on current research and case studies to consider how managers can become more creative across four aspects of their business: innovation, entrepreneurship, leadership and organisation – and does so in an accessible, engaging and user-friendly format.
More Information
Critical Acclaim
Contributors
Contents
More Information
This Handbook draws on current research and case studies to consider how managers can become more creative across four aspects of their business: innovation, entrepreneurship, leadership and organisation – and does so in an accessible, engaging and user-friendly format.
That managers need to be ‘more creative’ has become something of a mantra, but little has been written about what this actually means and how it might be achieved. The Handbook of Management and Creativity presents a coherent collection of original chapters from leaders in multiple disciplines, combining current research pre-occupations with practical solutions and strategies in the field. Each chapter combines new research, practical examples and tools, case studies, visual aids, and questions for discussion, designed to stimulate debate and reflection in the workplace or in the seminar room.
The book is thematically organised, making it easy to navigate for the general reader and allowing managers, university course directors and students to extract readings relevant to their individual requirements. It is suitable for managers across all industries and advanced students of management and creativity, as well as researchers interested in applying creativity research to industry.
That managers need to be ‘more creative’ has become something of a mantra, but little has been written about what this actually means and how it might be achieved. The Handbook of Management and Creativity presents a coherent collection of original chapters from leaders in multiple disciplines, combining current research pre-occupations with practical solutions and strategies in the field. Each chapter combines new research, practical examples and tools, case studies, visual aids, and questions for discussion, designed to stimulate debate and reflection in the workplace or in the seminar room.
The book is thematically organised, making it easy to navigate for the general reader and allowing managers, university course directors and students to extract readings relevant to their individual requirements. It is suitable for managers across all industries and advanced students of management and creativity, as well as researchers interested in applying creativity research to industry.
Critical Acclaim
''An invaluable resource for students and researchers interested in unravelling contemporary processes of management and creativity, this lively collection of original research contributions analyses and skilfully illuminates the dynamic relationship between creativity, innovation and management.''
– Professor Gillian Doyle, University of Glasgow, UK
‘Chris Bilton’s and Stephen Cummings’ Handbook of Management and Creativity collects some of the very best research on creativity and why and how it matters to companies and their management. It is an important addition to our understanding of the management of creativity and talented and creative people.’
– Richard Florida, University of Toronto, Canada, New York University, US and author, Rise of the Creative Class
‘In many organisations creativity is so often seen as the preserve of a small number of people with “artistic temperaments” but in my experience all sorts of people have creative abilities which can be used to the benefit of a “creative” organisation. The task of a manager is to find ways of exploiting this. This Handbook provides the reader with insights to help them and others to promote the kind of creativity that adds real value.’
– Greg Dyke, Chair, British Film Institute; Chair, Football Association; Chancellor, University of York, UK and Director-General of the BBC 2000–2004
‘Creativity and management are often thought of as two opposite worlds. Management is dull control and creativity is exciting liberation. This exciting Handbook puts this assumption into question. The contributors show how creativity can be managed and how creative management might be. It provides a valuable resource for anyone interested in how organizations seek to create novelty, and some of the challenges this might give rise to.’
– André Spicer, City University London, UK
‘Bilton and Cummings’s Handbook of Management and Creativity takes two areas which we often view as diametrically opposite and brings them ogether in a unique and insightful manner, the core idea being that both creativity and management are essential in effective creative processes. Drawing on research from a wide range of interesting contexts including movie-making, this book will be essential reading for both students and scholars interested in examining the entwining relationship between creativity and management.’
– Jean Clarke, Leeds University, UK
In using the concept of “bisociation”, contributors highlight ambiguities, paradoxes and contradictions in the management of creativity. Such an approach demonstrates the complexity of creative processes and the challenges in harnessing creative energies. The wide range of industries and organizations in different geographical regions presented offer insights in a global perspective. It is amazing that this Handbook can address the comprehensive range of issues in a coherent manner.’
– Can-Seng Ooi, Copenhagen Business School, Denmark
‘What is the relationship of creativity and innovation to management? This extensive and extremely well researched Handbook provides fresh insights into this crucially important question. The chapters in the Handbook do so with academic depth and gusto, and together provide an excellent overview of various approaches to creativity and innovation across different academic perspectives, methods and empirical contexts. The Handbook will form an important resource and reference for researchers, students and practitioners with an interest in creativity, innovation and entrepreneurship.’
– Joep Cornelissen, VU University Amsterdam, The Netherlands, University of Leeds, UK and Consulting Editor, Journal of Management Studies
– Professor Gillian Doyle, University of Glasgow, UK
‘Chris Bilton’s and Stephen Cummings’ Handbook of Management and Creativity collects some of the very best research on creativity and why and how it matters to companies and their management. It is an important addition to our understanding of the management of creativity and talented and creative people.’
– Richard Florida, University of Toronto, Canada, New York University, US and author, Rise of the Creative Class
‘In many organisations creativity is so often seen as the preserve of a small number of people with “artistic temperaments” but in my experience all sorts of people have creative abilities which can be used to the benefit of a “creative” organisation. The task of a manager is to find ways of exploiting this. This Handbook provides the reader with insights to help them and others to promote the kind of creativity that adds real value.’
– Greg Dyke, Chair, British Film Institute; Chair, Football Association; Chancellor, University of York, UK and Director-General of the BBC 2000–2004
‘Creativity and management are often thought of as two opposite worlds. Management is dull control and creativity is exciting liberation. This exciting Handbook puts this assumption into question. The contributors show how creativity can be managed and how creative management might be. It provides a valuable resource for anyone interested in how organizations seek to create novelty, and some of the challenges this might give rise to.’
– André Spicer, City University London, UK
‘Bilton and Cummings’s Handbook of Management and Creativity takes two areas which we often view as diametrically opposite and brings them ogether in a unique and insightful manner, the core idea being that both creativity and management are essential in effective creative processes. Drawing on research from a wide range of interesting contexts including movie-making, this book will be essential reading for both students and scholars interested in examining the entwining relationship between creativity and management.’
– Jean Clarke, Leeds University, UK
In using the concept of “bisociation”, contributors highlight ambiguities, paradoxes and contradictions in the management of creativity. Such an approach demonstrates the complexity of creative processes and the challenges in harnessing creative energies. The wide range of industries and organizations in different geographical regions presented offer insights in a global perspective. It is amazing that this Handbook can address the comprehensive range of issues in a coherent manner.’
– Can-Seng Ooi, Copenhagen Business School, Denmark
‘What is the relationship of creativity and innovation to management? This extensive and extremely well researched Handbook provides fresh insights into this crucially important question. The chapters in the Handbook do so with academic depth and gusto, and together provide an excellent overview of various approaches to creativity and innovation across different academic perspectives, methods and empirical contexts. The Handbook will form an important resource and reference for researchers, students and practitioners with an interest in creativity, innovation and entrepreneurship.’
– Joep Cornelissen, VU University Amsterdam, The Netherlands, University of Leeds, UK and Consulting Editor, Journal of Management Studies
Contributors
Contributors: N. Beech, C. Bilton, R. Bridgstock, S. Cummings, D. Eikhof, D. Grant, G. Greig, E. Gulledge, R. Hall, G. Hearn, L. Heracleous, V. Heywood, C. Jacobs, L. Keung, L. Lim, M. Maile Petty, K. Oakley, D. Oliver, S. Oyama, S. Proctor-Thomson, G. Schiuma, F. Sorensen, C. Steyaert, J. Sundbo, T. Thanem, S. Vaerlander, B. Walker, S. Wilson, Z. Zhu
Contents
Contents:
1. A Framework for Creative Management and Managing Creativity
Chris Bilton and Stephen Cummings
PART I: CREATIVE INNOVATION
Introduction to Part I; Creative Innovation
Chris Bilton and Stephen Cummings
2. Improvisational Practice and Innovation: Shock, Horror and Confounding Expectations in Film Making
Elizabeth Gulledge, Gail Greig and Nic Beech
3. The Curious Case of the Embedded Creative: Creative Cultural Occupations Outside the Creative Industries
Greg Hearn and Ruth Bridgstock
4. The Lab is Back – Towards a New Model of Innovation in Services
Jon Sundbo and Flemming Sørensen
5. Beyond Western Views of Creativity and Innovation
Lorraine Lim and Shinji Oyama
PART II: CREATIVE ENTREPRENEURSHIP
Introduction to PART II: Creative Entrepreneurship
Chris Bilton and Stephen Cummings
6. Innovation is not the only thing
Stephen Cummings, Margaret Maile Petty and Ben Walker
7. Learning to Fail: Lessons from Happenstance
Chris Bilton
8. Good Work: Rethinking Cultural Entrepreneurship
Kate Oakley
9. Going all the Way: The Creativity of Entrepreneuring in the Full Monty
Chris Steyaert
PART III: CREATIVE LEADERSHIP
Introduction to Part III: Creative Leadership
Chris Bilton and Stephen Cummings
10. Leading for Creativity in Turbulent Times
Lucy K Küng
11. Unleashed? Developing Creativity Friendly Leadership Theory
Suze Wilson and Sarah Proctor-Thomson
12. Creativity in Leadership Development
Richard Hall and David Grant
13. Promoting Ensemble: Creative Leadership in Practice at the Royal Shakespeare Company
Vikki Heywood, Chris Bilton and Stephen Cummings
PART IV: CREATIVE ORGANISATION
Introduction to Part IV: Creative Organisation
Chris Bilton and Stephen Cummings
14. Transorganisational Work and Production in the Creative Industries
Doris Eikhof
15. Fun-parks or parkour? The ambiguities and paradox of planning pro-creative office design.
Torkild Thanem and Sara Winterstorm Värlander
16. Balancing Divergence and Convergence: Stimulating Creativity through Hybrid Thinking
David Oliver, Loizos Heracleous, Claus Jacobs
17. Shaping Creative Organization through Arts-Based Interventions
Giovanni Schiuma
PART V: AROUND THE CREATIVE CYCLE
17. Creative Management in Practice: Bisociation with ‘Timely Balance’
Zhichang Zhu, Chris Bilton and Stephen Cummings
1. A Framework for Creative Management and Managing Creativity
Chris Bilton and Stephen Cummings
PART I: CREATIVE INNOVATION
Introduction to Part I; Creative Innovation
Chris Bilton and Stephen Cummings
2. Improvisational Practice and Innovation: Shock, Horror and Confounding Expectations in Film Making
Elizabeth Gulledge, Gail Greig and Nic Beech
3. The Curious Case of the Embedded Creative: Creative Cultural Occupations Outside the Creative Industries
Greg Hearn and Ruth Bridgstock
4. The Lab is Back – Towards a New Model of Innovation in Services
Jon Sundbo and Flemming Sørensen
5. Beyond Western Views of Creativity and Innovation
Lorraine Lim and Shinji Oyama
PART II: CREATIVE ENTREPRENEURSHIP
Introduction to PART II: Creative Entrepreneurship
Chris Bilton and Stephen Cummings
6. Innovation is not the only thing
Stephen Cummings, Margaret Maile Petty and Ben Walker
7. Learning to Fail: Lessons from Happenstance
Chris Bilton
8. Good Work: Rethinking Cultural Entrepreneurship
Kate Oakley
9. Going all the Way: The Creativity of Entrepreneuring in the Full Monty
Chris Steyaert
PART III: CREATIVE LEADERSHIP
Introduction to Part III: Creative Leadership
Chris Bilton and Stephen Cummings
10. Leading for Creativity in Turbulent Times
Lucy K Küng
11. Unleashed? Developing Creativity Friendly Leadership Theory
Suze Wilson and Sarah Proctor-Thomson
12. Creativity in Leadership Development
Richard Hall and David Grant
13. Promoting Ensemble: Creative Leadership in Practice at the Royal Shakespeare Company
Vikki Heywood, Chris Bilton and Stephen Cummings
PART IV: CREATIVE ORGANISATION
Introduction to Part IV: Creative Organisation
Chris Bilton and Stephen Cummings
14. Transorganisational Work and Production in the Creative Industries
Doris Eikhof
15. Fun-parks or parkour? The ambiguities and paradox of planning pro-creative office design.
Torkild Thanem and Sara Winterstorm Värlander
16. Balancing Divergence and Convergence: Stimulating Creativity through Hybrid Thinking
David Oliver, Loizos Heracleous, Claus Jacobs
17. Shaping Creative Organization through Arts-Based Interventions
Giovanni Schiuma
PART V: AROUND THE CREATIVE CYCLE
17. Creative Management in Practice: Bisociation with ‘Timely Balance’
Zhichang Zhu, Chris Bilton and Stephen Cummings
