Table of Contents

Handbook of Management and Creativity

Handbook of Management and Creativity

Elgar original reference

Edited by Chris Bilton and Stephen Cummings

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.

Foreword

Edited by Chris Bilton and Stephen Cummings

Subjects: business and management, organisational innovation, organisation studies, strategic management, economics and finance, services, innovation and technology, organisational innovation

Extract

The words creativity and management have been around for a long time (both words arguably have sixteenth-century etymological origins), but it is only relatively recently that the two words have become conjoined in meaning (and very closely allied to studies of innovation and entrepreneurship). A major reason for this focus on creativity and management is because (as the editors of this book make clear) creativity generates lasting value (social and economic) as a result of a process of ëbisociationí, which entails the making of unexpected connections between apparently opposing frames of reference to address problems or to take advantage of emerging opportunities (Koestler 1964). This is not a new idea, but it is a good one that has been neglected of late, so it is pleasing to see it utilised so thoroughly in this handbook. There has been a great deal of debate recently, predominantly from those with an economics background, to argue that, broadly, the world is slowing down both in terms of the generation of innovative products and services and in terms of the contribution to the economy that such innovations provide. Gordonís (2000) test of un-inventiveness, for example, argues that the creation of the toilet transformed the lives of billions and that it would be difficult to find a more modern innovation that had an equivalent impact.