PART 1 THE CREATIVITY OF MANAGEMENTThis part focuses on key managerial processes and the potential added value of applying a creative approach to these tasks. This part will draw upon management theorists such as Mintzberg, Kantor, Jane Henry, Teresa Amabile, Gareth Morgan and theories of creativity from Sternberg, Weisberg, Margaret Boden and others.1. Introduction - What is creativity? Crossing the bordersThis introductory chapter reconsiders the relationship between management and creativity, arguing that creativity and management may be seen as analogous and complementary. Redefining creativity as a complex, multifaceted process Rethinking the boundaries between creativity and management Defining creative organisations and creative industries2. Training and recruitment the divided selfThis chapter starts from a definition of creativity as a composite, collective and systematic process rather than the result of individual inspiration. What are the implications of this for training and recruitment? Creativity and individualism beyond the myth of genius: process-based vs. character-based theories of creativity Limitations and opportunities of creativity training The nature of creative talent recognising the importance of internal contradictions and creative tension within the creative process implications for training, recruitment, human resource management3.

Team formation and organisational design creative tensionsThis chapter considers the collective and collaborative nature of much creative work, drawing on systems theories of creativity, and relates this to team formation and organisational design. Systems theories of creativity and the organisation of creative teams moving beyond stereotypical oppositions between creatives and non-creatives (suits) Role of leadership brokering relationships within creative teams, resource allocation how are creative teams organised in the creative sector, how do roles evolve? Motivation and constraints when should the manager intervene in the process? Organisational change how do roles and structures evolve as the creative organisation develops?4. Decision-making and strategy beyond brainstormingThis chapter reviews theories of strategy formation and the place of creativity in strategy formation (Mintzberg, Quinn, Cummings). Reviewing relationship between intuition and rationality in creative practice and managerial decision-making Borders and boundaries thinking inside the box: moments of discovery emerging from a rearrangement of an existing pattern, not ex nihil Alternative approaches to strategy formation - what can creative practices such as theatre, improvisation, rehearsal, music and jazz teach us about decision-making? Analysis of workshop exercises undertaken as part of MA in Creative and Media Enterprises at University of Warwick.5. Innovation creative destructionThis chapter challenges the notion that innovation is synonymous with creativity. Pure innovation may turn out to be a destructive force in the organisation. Creativity theory suggests a more holistic approach to problem solving and innovation.

Problem of creative destruction innovation which is not embedded or absorbed in the firm becomes a negative, not a positive (Levitt) Creativity and repetition relationship between originality and a sense of limits; artists work within a framework of possibilities, repetition and a defined domain organisational creativity may need a similar structure Risk and innovation distinguishing desirable and undesirable risk, identifying zones of risk and control when to let go, when to hold back?PART 2 THE MANAGEMENT OF CREATIVITYThis part draws on practical experience of organisations and individuals working in the creative industries, and explores the techniques they use to manage creativity. To what extent are these organisations pioneering new approaches to management and challenging existing business models?6. Rethinking the value chain hubs with integrity, new i.