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 9: Going all the way: the creativity of entrepreneuring in The Full Monty

Chris Steyaert

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

Extract

Over the past two decades, creativity and entrepreneurship have become twin notions to emphasise the increasing and by now crucial importance of creation for business life and society in general. From being considered a nice add-on, the paired concepts have become an imperative that should stimulate a whole series of professional groups and their creative role in developing organisations, communities and cities, and in transforming ëthe economyí into a ëcreative economyí (Florida 2002) and ësocietyí into an ëentrepreneurial societyí (Steyaert and Katz 2004). But this hype has lost any kind of historical perspective. Starting with Schumpeter (1994), one can trace a long-standing interest in relating entrepreneurship with creativity. Creativity is considered crucial for entrepreneurship, not only to spark it, but especially to perpetuate it. Even if creativity has sometimes been given a much reduced role or just been considered a personal feature or individual skill of the entrepreneur, there is increasing interest in a more radical conception that situates entrepreneurship within a creative process view (Sarasvathy et al. 2003, Steyaert 2007). This view engenders a fundamental rupture with mainstream approaches that conceive of entrepreneurship as being located in a stable world, that work with a logic of causation and that, consequently, emphasise entrepreneurial activities as a kind of allocation or discovery. Instead, researchers adopt the basic assumption of a becoming reality (Steyaert 2012) and try to explain entrepreneurship as the creation of artefacts by imaginative actors fashioning purpose and meaning out of contingent endowments and endeavours (Sarasvathy 2001).

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