Management and Creativity: From Creative Industries to Creative Management

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.