 Creative Organisations at WorkNicholas Ind and Cameron Watt Chapter 2 in Inspiration, 2004, pp 11-27 from Palgrave Macmillan Abstract: Abstract Creativity is high on the agenda of most managers, yet its realisation is elusive. Such seemingly simple questions as — What is creativity? What can creativity do for our business? How can we be more creative? — create much soul searching. Managers can identify the need to develop new services and ideas but the barriers to achieving them can sometimes appear insurmountable. The tendency is to think this can be resolved by applying tools and techniques: do more brainstorming; more employee engagement schemes; set up independent development teams; change the office space to encourage better interaction. The reality is that these prescriptions are placebos. Tools and techniques work when the culture is supportive. Without context they are simply a veneer.1 This chapter starts to address some of these basic questions, but does so from a cultural perspective. In so doing, it challenges a number of conventional ideas on personal freedom, the need for organisational boundaries and the role the brand has to play in building and maintaining a creative culture. Keywords: Intrinsic Motivation; Emotional Intelligence; Creative Process; Personality Type; Transactive Memory (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51088-3_2 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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