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 IV: Creative Organisation

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 final part of this handbook considers the organisational structures and conditions which frame innovation, entrepreneurship and leadership. Discussions of creativity and management tend to position creativity as a specialism within an organisation rather than as a characteristic of the organisation as a whole. This section considers how we organise for creativity, and how this is itself a creative act. Paul Kohler is a veteran of the video games industry. In 2007 he decided to make creativity in the video games industry the subject of a PhD. Speaking to managers, developers and designers, he established that creativity was a relative concept - games had to be ëcreative enoughí for the market. This led him to the concept of a ëcreative continuumí, with highly original games at one end of the spectrum and re-workings or adaptations of existing games at the other. A new game, aiming to transform the market and initiate a new franchise - literally a ëgame changerí for the company - would require a heavy investment of resources (time and money). A movie spin-off would require less creative input and hence less investment. Spending too much time on a sequel and overachieving on quality would be a waste of resources; investing too little on an original game was likewise a category error. Leadership had to know when to give the creative teams a free rein, and when to impose tighter budgetary and technical constraints.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information