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Handbook of Management and Creativity
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.
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- Handbook of Management and Creativity
- Copyright
- Contents
- Contributors
- Acknowledgements
- Foreword
- Chapter 1: A framework for creative management and managing creativity
- Introduction to Part I: Creative Innovation
- Chapter 2: Improvisational practice and innovation: shock, horror and confounding expectations in film-making
- Chapter 3: The curious case of the embedded creative: creative cultural occupations outside the creative industries
- Chapter 4: The lab is back - towards a new model of innovation in services
- Chapter 5: Beyond conventional Western views of creativity and innovation
- Introduction to Part II: Creative Entrepreneurship
- Chapter 6: Innovation is not the only thing
- Chapter 7: Learning to fail: lessons from Happenstance
- Chapter 8: Good work? Rethinking cultural entrepreneurship
- Chapter 9: Going all the way: the creativity of entrepreneuring in The Full Monty
- Introduction to Part III: Creative Leadership
- Chapter 10: Leading for creativity in turbulent times
- Chapter 11: Unleashed? Developing creativity-friendly leadership theory
- Chapter 12: Creativity in leadership development
- Chapter 13: Promoting ensemble: creative leadership in practice at the Royal Shakespeare Company
- Introduction to Part IV: Creative Organisation
- Chapter 14: Transorganisational work and production in the creative industries
- Chapter 15: Fun-parks or parkour? The ambiguities and paradox of planning pro-creative office design
- Chapter 16: Balancing divergence and convergence: stimulating creativity through hybrid thinking
- Chapter 17: Shaping creative organisational environments through the arts
- Chapter 18: Creative management in practice: bisociation with 'timely balance'
- Index
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Copyright
Handbook Chapter
- Published in print:
- 31 Jan 2014
- Category:
- Handbook Chapter
- Pages:
- iv (1 total)
Collection:
Business 2014
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- Handbook of Management and Creativity
- Copyright
- Contents
- Contributors
- Acknowledgements
- Foreword
- Chapter 1: A framework for creative management and managing creativity
- Introduction to Part I: Creative Innovation
- Chapter 2: Improvisational practice and innovation: shock, horror and confounding expectations in film-making
- Chapter 3: The curious case of the embedded creative: creative cultural occupations outside the creative industries
- Chapter 4: The lab is back - towards a new model of innovation in services
- Chapter 5: Beyond conventional Western views of creativity and innovation
- Introduction to Part II: Creative Entrepreneurship
- Chapter 6: Innovation is not the only thing
- Chapter 7: Learning to fail: lessons from Happenstance
- Chapter 8: Good work? Rethinking cultural entrepreneurship
- Chapter 9: Going all the way: the creativity of entrepreneuring in The Full Monty
- Introduction to Part III: Creative Leadership
- Chapter 10: Leading for creativity in turbulent times
- Chapter 11: Unleashed? Developing creativity-friendly leadership theory
- Chapter 12: Creativity in leadership development
- Chapter 13: Promoting ensemble: creative leadership in practice at the Royal Shakespeare Company
- Introduction to Part IV: Creative Organisation
- Chapter 14: Transorganisational work and production in the creative industries
- Chapter 15: Fun-parks or parkour? The ambiguities and paradox of planning pro-creative office design
- Chapter 16: Balancing divergence and convergence: stimulating creativity through hybrid thinking
- Chapter 17: Shaping creative organisational environments through the arts
- Chapter 18: Creative management in practice: bisociation with 'timely balance'
- Index