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.

Chapter 3: The curious case of the embedded creative: creative cultural occupations outside the creative industries

Greg Hearn and Ruth Bridgstock

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


Few managers would dispute that creativity and innovation are important. However, what they mean by those terms would vary widely, and indeed, a survey of researchers and research studies examining creativity and innovation would confirm this diversity. For instance, proponents of the value of innovation laud creativity, but have tended to be biased towards scientific and technical invention and how this can be leveraged in new services and products. On the other hand, artistsí works are seen as evidence of creativity that comes through different forms of cultural expression, but here there has been less concern with translation into commercial outcomes (e.g., Smith-Bingham 2006). Over the last 15 years, the term ëcreative industriesí has gained currency as a descriptor of sectors that involve the deployment of specialised cultural creativity in industrialised form.

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