This book explores the relationship between the management of creativity and creative
approaches to management. Challenges the stereotypical opposition between 'creatives' and
'suits'. Draws on the work of management theorists such as Mintzberg and Porter and
creativity theorists such as Amabile and Boden. Draws on the practical experience of
individuals working in the creative industries. Looks at the place of creative
organisations and creative business management in a new creative economy, based on ideas,
images and information.
Table of Contents
Foreword
Acknowledgements
Introduction: Creativity and the Creative Industries
1. Defining Creativity
A Tale of Two Corridors
What Is Creativity?
What Creativity Is Not
Case Study: A Vision in a Dream?
Mapping the Great Divide: From Education to the Workplace
The Mythology of Genius
Case Study: The Genius and the Water-carrier
False Profits: The Creative Industries
2. From Individuals to Processes: Creative Teams and Innovation
From Individuals to Teams
Innovation and Teams
Beyond Specialization: Creative Work in the Creative Industries
Playing Many Parts: Creative Roles in the Creative Industries
Case Study: Repositioning Creativity in Advertising
Growing the Creative Team: Familiarization or Specialization?
Managing the Creative Team
Creative Tension and the Need for Trust
Creative Teams Need Uncreative People
3. Creative Systems: Implications for Management and Policy in the Creative
Industries
The Cultural Geography of the Creative Industries
The Strength of Weak Ties
Case Study: Theatre as a Creative System
Implications for Management
Managing Creative Systems by 'Brokering' Knowledge
Implications for Policy
Systems and Sustainability
4. Managing Creative Work through Release and Control: The Myth of the
Self-motivated Creative Worker
The World Turned Upside Down
Case Study: Changing Management Styles at the BBC
Whistle While You Work: Changing Theories of Employee Motivation
Out of Control: The Myth of the Self-motivated Creative Worker
The Isolation of Creative Work
Bounded Creativity: Creativity through Control and Constraint
Case Study: Musician for Hire -- Boundaries for Musical Composition
False Freedom: The New Management Style in Practice
Case Study: Management in the Movies -- Wise Children and Men in Suits
Beginnings and Endings
The Rules of the Game
5. Seeing the Pattern: Strategy, Leadership and Adhocracy
The Strategy Wars: Orientation versus Animation
Strategy and Creativity
Strategy in an Open System
Case Study: Emergent Patterns in Film Marketing
Strategy as Continuity in Change
Case Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in
Strategy Formation
Strategy and Posthocracy: Being Decisive
Strategy as Process
6. Business Development and Organizational Change
What Is Organizational Change?
The Change Cycle
Incremental Change
Case Study: Creativity and Change at Marks and Spencer
The Aesthetics of Organizational Change: Organizational Integrity
Aligning Individual and Collective Change
Evolutionary Change
Creativity and Change
7. From Creative Marketing to Creative Consumption
Symbolic Goods
Postmodern Marketing
Case Study: Arts Marketing From Products to Experiences
From Segments to Sub-cultures: Bringing the Audience Back in
The New Value Chain
Case Study: In Search of Oldton
Towards the Social Product
Letting Go
The Aesthetics of Marketing
8. The Politics of Creativity
Promoting the Creative Economy
Case Study: Creative New Zealand The Branding of Creativity
From 'Cultural' to 'Creative' Industries
Creative Industries and Cultural Policy: Assumptions and Models
The Politics of Management
Creativity Is Difficult
Bibliography
Index
Paperback
216 pages
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