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 6: Innovation is not the only thing

Stephen Cummings, Margaret Maile Petty and Ben Walker

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


This Handbook of Management and Creativity began with some n-grams looking at the similar rises of the words ëcreativityí and ëmanagementí. What was particularly interesting to us in developing this chapter was to look inside the framework developed by the editors of this and track the rise of the use of this frameworkís four components: innovation, entrepreneurship, leadership and organisation. Plug these four words into a combined n-gram from 1900-2012 (just search ën-gramí on Google) and you will see that organisation has been a concern since the early 1900s, interest in leadership spiked around the time of the Second World War and has continued to grow since then, innovation has risen steadily since 1965 and jumps a little further from 2000. However, in the general consciousness that the n-gram does quite a nice job of recording, entrepreneurship does not rate. In contrast with the other three, it ëflat-linesí. This, we believe, is dangerous. Entrepreneurship is a lynchpin. Just being innovative does not mean that anything of lasting value will be created. Innovation must be taken to market in an effective way to gain the beachhead that good leaders can exploit and good organisations can extract value from.

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