Creativity and strategy: an integrative analysis
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| Main Author: | |
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| Format: | Book |
| Language: | English |
| Published: |
Cham
Springer
[2021]
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| Online Access: | Ausführliche Beschreibung Inhaltsverzeichnis |
| Physical Description: | xi, 140 Seiten Illustrationen |
| ISBN: | 9783030704650 |
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Record in the Search Index
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| adam_text | Contents 1 2 3 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.......................................................................................................... 1 2 4 5 9 10 11 )3 13 14 17 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.......................................................................................................... 29 31 Creative-Strategic Problem Formulation.................................................. Strategic Problem Formulation...................................................................... Problematic Search Is Evaluative, Not Creative...................................... Wicked and Messy Strategic Problems......................................................... Strategic Problem Formulation as a Creative Outcome........................... Defining a Problem..................................................................................... 35 36 38 40 43 44 21 22 23 25 27 27 28
Contents Defining Creative-Strategic Problem Formulation................................ The Decision as a Unit of Analysis................................................................ Creative-Strategic Problem Formulation in Action.................................. Moving Forward........................................................................................... References.......................................................................................................... 45 46 47 49 50 Competitive Advantageous Intent While Strategisin^ 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.......................................................................................................... 55 56 60 62 63 66 68 69 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.......................................................................................................... 73 74 75 77 78 81 82 84 86 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.......................................................................................................... 95 97 99 100 101 103 103 103 107 109 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?......... ] ]3 115 121 122 4 7 91 93
Contents 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............................................................................................................... 123 124 124 125 126 127 128 129 129 129 130 130 135
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| adam_txt |
Contents 1 2 3 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. 1 2 4 5 9 10 11 )3 13 14 17 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. 29 31 Creative-Strategic Problem Formulation. Strategic Problem Formulation. Problematic Search Is Evaluative, Not Creative. Wicked and Messy Strategic Problems. Strategic Problem Formulation as a Creative Outcome. Defining a Problem. 35 36 38 40 43 44 21 22 23 25 27 27 28
Contents Defining Creative-Strategic Problem Formulation. The Decision as a Unit of Analysis. Creative-Strategic Problem Formulation in Action. Moving Forward. References. 45 46 47 49 50 Competitive Advantageous Intent While Strategisin^ 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. 55 56 60 62 63 66 68 69 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. 73 74 75 77 78 81 82 84 86 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. 95 97 99 100 101 103 103 103 107 109 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?. ] ]3 115 121 122 4 7 91 93
Contents 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. 123 124 124 125 126 127 128 129 129 129 130 130 135 |
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| index_date | 2024-07-03T17:46:36Z |
| indexdate | 2024-07-10T09:10:27Z |
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| spelling | Walia, Chetan Verfasser (DE-588)1240444036 aut Creativity and strategy an integrative analysis Chetan Walia Cham Springer [2021] xi, 140 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Erscheint auch als Online-Ausgabe 978-3-030-70466-7 X:DE-He213 text/html http://scans.hebis.de/HEBCGI/show.pl?48100639_aub.html Ausführliche Beschreibung Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032779152&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Walia, Chetan Creativity and strategy an integrative analysis |
| title | Creativity and strategy an integrative analysis |
| title_auth | Creativity and strategy an integrative analysis |
| title_exact_search | Creativity and strategy an integrative analysis |
| title_exact_search_txtP | Creativity and strategy an integrative analysis |
| title_full | Creativity and strategy an integrative analysis Chetan Walia |
| title_fullStr | Creativity and strategy an integrative analysis Chetan Walia |
| title_full_unstemmed | Creativity and strategy an integrative analysis Chetan Walia |
| title_short | Creativity and strategy |
| title_sort | creativity and strategy an integrative analysis |
| title_sub | an integrative analysis |
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