Toward Creativity Management: Idea Generation and Newsroom Meetings

Nylund, Mats

doi:10.1080/14241277.2013.773332

Cited by 20 publications

(16 citation statements)

References 9 publications

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“…We argue that it is vital to engage in a conceptual discussion (Corley & Gioia, 2011) about the potential influence of serendipity on research on media management and media work. We propose that research on serendipity has an important contribution to make particularly in the emerging fields of media management, such as creativity management (Malmelin & Virta 2015;Nylund 2013), change management (Achtenhagen & Raviola, 2009; Järventie-Thesleff, Moisander & Villi 2014), innovation management (Sylvie & Schmitz Weiss, 2012) and strategic renewal and management (Horst & Moisander, 2015;Maijanen & Jantunen, 2014).…”

Section: Discussionmentioning

confidence: 99%

“…Mierzejewska, 2011), there have been only few attempts to systematically analyse the role of creativity in the context of media management (e.g. Küng, 2008;Malmelin & Virta, 2015;Mierzejewska & Hollifield, 2006;Nylund, 2013). Also, the management of creativity remains one of the under-researched areas in the media sector, which is quite surprising from the viewpoint of the traditionally central role of creativity to media organizations and the value of creativity in coping with rapid industry transformation.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Managing for Serendipity: Exploring the Organizational Prerequisites for Emergent Creativity

Malmelin

Virta

2017

International Journal on Media Management

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In this article we explore the conditions for creative work in media organizations from the viewpoint of serendipity and the management of serendipity. Our study contributes to the field of media management research by theorizing change and creativity within the framework of organizational serendipity. Based on an analysis of empirical data collected with the diary method in a media organization, the article also discusses the rationale of managing for serendipity in creative media organizations from strategic, structural and cultural viewpoints. We argue that the management of organizational serendipity should be aimed at managing for serendipity, not managing serendipity as such. In practice, this means that serendipity management should be understood as creating suitable conditions for serendipitous creative processes and facilitating creative work, motivation and collaboration in the organization.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Managing for Serendipity: Exploring the Organizational Prerequisites for Emergent Creativity

Malmelin

Virta

2017

International Journal on Media Management

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“…Dette er saerlig knyttet til spørsmål omkring hvordan man organiserer arbeidsflyt, og fordeler roller og funksjoner i nyhetsproduksjonen -både i og utenfor møter (se f.eks. Nylund, 2013;Grimsmo & Heen, 2013;Westlund, 2017).…”

Section: Introduksjonunclassified

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Hagen¹,

Tolstad²,

Bygdås³

2018

NMT

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“…Media industry research does recognise the exceptional value of creativity to media organisations, but there is still a scarcity of in-depth research evidence on processes of creativity management (see e.g. Nylund 2013) and their impact on the media branch and the performance of media companies (see e.g. Deuze 2007;Küng 2007;Aris and Bughin 2005).…”

Section: Theoretical Contextmentioning

confidence: 99%

Managing Creativity in Change

Malmelin

Virta

2015

Journalism Practice

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2 This article is concerned with the management of creative journalistic work in a media organisation. It reports and analyses a case study conducted in one of Europe's largest media corporations: the focus of the study was a development team of journalists set up charged with creating and producing a new multi-platform media service and its content. The article discusses the ways the creativity of media professionals is supported andKEYWORDS: media work, journalism practices, media management, creativity, creative work, creativity management IntroductionIn the media industry, one of the organisations' most important assets are their creative professionals, such as journalists, as the quality of media products is largely dependent on the knowledge, skills and creativity of the people who design and produce them (e.g. Mierzjewska and Hollifield 2006). The competitiveness of media companies depends to an exceptionally high degree on day-to-day management of creative professionals, because the design and production of media contents and products is an ongoing process of creation. As media products and services depend so heavily on creative processes, the leadership and management of creative people is a strategically more critical factor in media corporations than it is in many other industries (e.g. Aris and Bughin 2005, 373). Küng (2008, 144-147; 2011, 47) suggests that media organisations need to work constantly and systematically to develop creativity and the management of creativity. The more effectively they put to use and enhance the creativity of journalists and their networks for producing creative content, the better placed they will be to develop interesting and innovative products and to improve their competitiveness.In this article, we analyse how creativity of professional journalists is supported and managed in the process of continuous change towards digitalized media environment. We pursue this aim through the research question: What kind of organisational conditions facilitate and constrain the creativity of a media company's development team and its members in creating a new multi-platform media service? In relation to that, we analyse how media managers can contribute to supporting the creativity of the journalists striving to create a new innovation. We address the research question by analysing the diary material, in which the media professionals involved in the development project describe their experiences and views of events and situations they consider important for creative work.This study contributes especially to research on creativity and creative work in journalistic contexts of the media industry. It also contributes to the field of media management research, where creative journalistic work and its management are important areas that require much more scholarly attention. The case study reported in this article is concerned with the work of a new development team in an international 3 media corporation specialising in magazine publishing. This is an interesting sector to explore, p...

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Toward Creativity Management: Idea Generation and Newsroom Meetings

Cited by 20 publications

References 9 publications

Managing for Serendipity: Exploring the Organizational Prerequisites for Emergent Creativity

Managing for Serendipity: Exploring the Organizational Prerequisites for Emergent Creativity

Fra deadline til flowline

Managing Creativity in Change

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