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 from the creative industries, 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.
Contents: PART I: CREATIVE INNOVATION 1. Improvisational Practice and Innovation: Shock, Horror and Confounding Expectations in Film Making Elizabeth Gulledge, Gail Greig and Nic Beech 2. The Curious Case of the Embedded Creative: Creative Cultural Occupations Outside the Creative Industries Greg Hearn and Ruth Bridgstock 3. The Lab is Back - Towards a New Model of Innovation in Services Jon Sundbo and Flemming Sorensen 4. Beyond Western Views of Creativity and Innovation Lorraine Lim and Shinji Oyama PART II: CREATIVE ENTREPRENEURSHIP 5. Is Going to the Market with Innovative Design the Key? Stephen Cummings, Margaret Malle Petty and Ben Walker 6. Learning to Fail: Lessons from Happenstance Chris Bilton 7. Good Work: Rethinking Cultural Entrepreneurship Kate Oakley 8. Going all the Way: The Creativity of Entrepreneuring in the Full Monty Chris Steyaert PART III: CREATIVE LEADERSHIP 9. Leading for Creativity in Turbulent Times Lucy K Kung 10. Unleashed? Developing Creativity Friendly Leadership Theory Suze Wilson and Sarah Proctor-Thomson 11. Creativity in Leadership Development Richard Hall and David Grant 12. Promoting Ensemble: Creative Leadership in Practice at the Royal Shakespeare Company Vikki Heywood, Chris Bilton and Stephen Cummings PART IV: CREATIVE ORGANISATION 13. Transorganisational Work and Production in the Creative Industries Doris Eikhof 14. The Strengths, Weaknesses and Ambiguities of 'Open' or 'Recreational' Workplaces Torkild Thanem and Sara Varlander 15. Balancing Divergence and Convergence: Stimulating Creativity through Hybrid Thinking David Oliver, Loizos Heracleous, Claus Jacobs 16. 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
