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.

Introduction to Part II: Creative Entrepreneurship

Chris Bilton and Stephen Cummings

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


We have divided this handbook and our framework for thinking about management and creativity into four parts. The first part focuses on innovation. The second part focuses on entrepreneurship. In reality, it can be hard to separate innovative and entrepreneurial activity. It has been suggested to us that a strategic innovation framework called ëThe Six Degrees of Innovationí, which we developed in a book called Creative Strategy: Reconnecting business and innovation (Bilton and Cummings 2010), is as much about entrepreneurship as it is about innovation. Indeed, the fourth ëdegreeí or element of that Six Degrees framework was called ëmarket innovationí, which is quite close to our definition of entrepreneurship. We developed this definition by going back to the etymological roots of the word. From the greater Oxford English Dictionary, ëentrepreneurí is a French word and was originally applied to: ëa. The director or manager of a public musical institution; b. One who ëgets upí entertainments, esp. musical performances.í (Recognising the origins of the word caused many Francophiles to criticise the comment made, allegedly, by George W. Bush to Tony Blair during a trade summit that ëThe problem with the French is that they donít have a word for entrepreneur.í)

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