Manageable creativity

Bilton, Chris

doi:10.1080/10286630903128518

Cited by 49 publications

(39 citation statements)

References 47 publications

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“…The challenge for mechanistic organizations is, consequently, to engineer informal, flexible and creative spaces within which people can innovate (Dougherty & Corse, 1995). They may divide administrative, technical and creative functions; incorporate nonwork spaces into the organization such as games rooms, gyms, and coffee shops; include designated free time within the working day; and offer symbolic and material rewards for creativity (Bilton, 2010). In contrast, Thompson, Jones and Warhurst (2007) tell us that innovation cannot exist without some level of formal organization.…”

Section: Organization Structure and Radical Innovationmentioning

confidence: 99%

The field of radical innovation: Making sense of organizational cultures and radical innovation

Green

Cluley

2014

Industrial Marketing Management

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Organic organizational structures and cultures facilitate innovation because they allow organizations to shift their understanding of what a product, service or technology means.Yet, organic organizations may have to instill mechanistic structures and bureaucratic processes if they produce successful radical innovations. Thus, the basis of innovation can be undermined by its consequences. To explore this issue, this paper analyses data from an ongoing longitudinal case study of a SME digital-design agency that developed a radical innovation for the market research industry. The paper observes that founders of the organization shifted their position to become managers as a result of their radical innovation and that other members of the organization have, consequently, re-evaluated their attitude towards the organization. To conceptualize our findings we turn to the work of Pierre Bourdieu. His notion of fields -which structure experiences and are, themselves, structured by experiences -offers a dynamic framework to provide a better understanding of the dynamics within an organization that occur as a result of a successful radical innovation. The contribution of our paper is: theoretically, we relate the discussion of innovation to wider social theories of practice and, thus, introduce temporal and cultural dynamics into the account of radical innovation; methodologically, we provide an example of a longitudinal study; and, in managerial terms, we indicate where divisions occur within an organization concerning the construction of meaning between managers and employees after a radical innovation. 3 Keywords:Fields of Radical Innovation, Bourdieu, Creative industries, Practice theory, Market research. Research Highlights:• We provide a longitudinal case study of the experience of employees and managers following a radical innovation.• Social practice theory is used to interpret the organisation's cultural changes as a result of the radical innovation.• The radical innovation caused a shared organic organisational culture to become separated and mechanistic.• The changes in working practice were interpreted in different ways reflected as Fields of Radical Innovation.

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Section: Organization Structure and Radical Innovationmentioning

confidence: 99%

The field of radical innovation: Making sense of organizational cultures and radical innovation

Green

Cluley

2014

Industrial Marketing Management

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“…Geri menininkai yra originalūs ir naujai parodo pasaulį. Tokia kūrybingumo samprata vadinama "herojiniu kūrybingumu" -versle ji siejama su "transformacine" (vizionieriška, charizmatine) lyderyste bei individualistiniu (paremtu individo savybėmis) kūrybingumu ir yra artimesnė ideologinei retorikai, nes nesiremia esminiais įrodymais ar pavyzdžiais (Bilton 2010). Herojinio kūrybingumo idėja su kūrybinėmis industrijomis susijusioje kultūros politikoje, ypač tikėjimas "individo kūrybingu-mu, gebėjimais ir talentu" yra dokumentuota Jungtinės Karalystės Kultūros, Medijų ir Sporto departamento pateiktame dokumente Creative Industries Mapping Document (DCMS 2001), kuris tapo paradigminiu Lietuvos kultūros politikos dokumentu.…”

Section: Genijaus Mito Griovimas Kūrybinėse Industrijoseunclassified

Kūrybingumo Sampratų Raida: Nuo Genijaus Į Kūrybines Sistemas

Černevičiūtė

Strazdas

2014

Coactivity: Philosophy, Communication

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2014 © Straipsnio autoriai. Leidėjas VGTU leidykla "Technika". šis straipsnis yra atvirosios prieigos straipsnis, turintis Kūrybinių bendrijų (Creative Commons) licenciją (CC BY-NC 4.0), kuri leidžia neribotą straipsnio ar jo dalių panaudą su privaloma sąlyga nurodyti autorių ir pirminį šaltinį. Straipsnis ar jo dalys negali būti naudojami komerciniams tikslams. 113CoaCtivity: Philosophy, Communication 2014, Vol. 22, No. 2, 113-125. ISSN 2029-6320/eISSN 2029 Įteikta 2013-08-30; priimta 2013-11-14 Straipsnyje analizuojama kūrybingumo sampratų raida socialiniuose moksluose. Aptariamos kūrybingo individo, kūrybinio proceso ir aplinkos sampratos. Išskiriamos makro-, mezo-ir mikroaplinkos, lemiančios kūrybingumą, atkreipiant dėmesį į kolektyvinį kūrybingumą, kaip palankų inovacijoms kurti mikroaplinkos veiksnį. Kūrybingumo sampratų raidoje įžvelgiama tendencija judėti nuo išskirtinės, elitinės, siauros kūry-bingumo sampratos, matuojamos kūrybos produktais ir jų gausa, platesnės kūrybingumo, kaip kasdienio patyrimo, sampratos link prieinamumo daugumai žmonių. Daroma išvada, kad kūrybinėse industrijose laipsniškai atsisakoma genijaus ar talento išskirtinio kūrybingumo mistikos ir krypstama link platesnės kūry-bingumo kaip valdomos sistemos sampratos, akcentuojant kūrybingumo ryšį su vidiniais sistemos elementais ir socialiniu kontekstu.Reikšminiai žodžiai: kūrybingas individas, kūrybingas produktas, kūrybingas procesas, kūrybingumo aplinkos, kolektyvinis kūrybingumas, naujumas ir problemų sprendimas, kūrybingumo valdymas kūrybi-nėse industrijose.

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“…It is also underwritten by a 'heroic' model of leadership eager to impress a new strategic vision on the organisation (Bilton 2010). This search for new products and markets can blind an organisation to its own strengths and purposes.…”

Section: The Innovator's Dilemma Is Similar To the Challenge Identifimentioning

confidence: 99%