Creativity and Strategy: An Integrative Analysis

✍ Scribed by Chetan Walia

• Publisher: Springer
• Year: 2021
• Tongue: English
• Leaves: 145
• Category: Library

✦ Synopsis

This book provides an integrative analysis of creativity and strategic practices, particularly strategic problem formulation and strategic decision making. It examines the decision and not the individual as a unit of analysis, which leads to a deeper understanding of creative outcomes. It draws a correlation between strategic intent and creative outcomes, both positive and negative, and provides an integrated framework for understanding creativity. Finally, the book develops a creative strategic framework and draws conclusions for the practice of management and for future research.

✦ Table of Contents

Acknowledgements
Contents
About the Author
Chapter 1: Integrated Framework for Understanding Creativity
How Is Creativity Understood
Creativity and Expertise
Creativity (The Process)
Creation (The Performance)
Creative (The Judgement)
Building the Integrated Framework for Creativity (Process, Performance and Judgement)
Implications of the Integrated Framework for Creativity for the Firm
Strategic Innovations
Innovation Is Systematically Directional
References
Chapter 2: Creativity and Strategic Decision-Making by Top Management Teams
Strategic Elements Addressed by SDM
What Is a Strategic Decision, and How Is It Different from Other Decisions?
How Does a Decision Unfold?
The Triangulation of the SDM Process
Who Is the Strategic Decision Maker?
How Do Strategic Decision Makers Decide?
Do Strategic Decision Makers, Knowingly or Unknowingly, Undermine the Creative Process?
References
Chapter 3: Creative–Strategic Problem Formulation
Strategic Problem Formulation
Problemistic Search Is Evaluative, Not Creative
Wicked and Messy Strategic Problems
Strategic Problem Formulation as a Creative Outcome
Defining a Problem
Defining Creative–Strategic Problem Formulation
The Decision as a Unit of Analysis
Creative–Strategic Problem Formulation in Action
Moving Forward
References
Chapter 4: Competitive Advantageous Intent While Strategising May Lead to Problem Myopia
Strategic Innovation, Strategic Assets and Strategic Decay
Exploration and Exploitation
Ambidextrous Organisation
Erosion of Competitive Advantages
Problem Myopia
Problem Myopia and Creativity
References
Chapter 5: Negative Creativity and Organised Irresponsibility
What Is Negative Creativity?
Capitalism Perpetuates Self-Interest
The Innovation Dilemma
Explaining the TINA Mindset
What May Trigger a Negative Creative Outcome
Strategic Decision-Making and Negative Creativity
A Model of Negative Creativity
References
Chapter 6: Strategic Intent Undermines Creative Outcomes: Evidence from a Randomised Control Trial
Literature Background
Creativity and the Choice of Negotiations as the Experiment for RCT
Framework and Hypothesis
Research Design
RCT Experiment
Calculating Creative Outcomes
Analysis
Data
Empirical Results
Discussion
References
Chapter 7: Creative–Strategic Theoretical Model: Conclusions and Implications
Creative–Strategic Theoretical Model
Creativity Is Not Negative or Positive; Creation Is
How Generalisable Is the Creative–Strategic Theoretical Model?
Will Problem Discovery Always Lead to Realisation of Creative Potential?
Will Competitive Advantage Always Be Creativity Neutral?
Will Rent Maximisation Always Lead to Negative Creations?
Conclusions
Frames
Ignorance
Creative–Strategic Outcomes
Open Questions
How can Creative Potential Be Operationalised?
How to Ensure that Negative Creations Can Be Identified and Diffused Within and Outside Firms?
What Leadership and Team Behaviours will Encourage Creative–Strategic Success?
References
Index