Bilton, Chris. (2010) Manageable creativity. International Journal of Cultural Policy, The, Vol.16 (No.3). pp. 255-269. ISSN 1028-6632

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Abstract

This article notes a perception in mainstream management theory and practice that creativity has shifted from being disruptive or destructive to 'manageable'. This concept of manageable creativity in business is reflected in a similar rhetoric in cultural policy, especially towards the creative industries. The article argues that the idea of 'manageable creativity' can be traced back to a 'heroic' and a 'structural' model of creativity. It is argued that the 'heroic' model of creativity is being subsumed within a 'structural' model which emphasises the systems and infrastructure around individual creativity rather than focusing on raw talent and pure content. Yet this structured approach carries problems of its own, in particular a tendency to overlook the unpredictability of creative processes, people and products. Ironically, it may be that some confusion in our policies towards creativity is inevitable, reflecting the paradoxes and transitions which characterise the creative process.

Item Type:	Journal Article
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions:	Faculty of Arts > Theatre, Performance and Cultural Policy Studies > Centre for Cultural Policy Studies
Library of Congress Subject Headings (LCSH):	Creative ability in business, Management science
Journal or Publication Title:	International Journal of Cultural Policy, The
Publisher:	Routledge
ISSN:	1028-6632
Date:	August 2010
Volume:	Vol.16
Number:	No.3
Page Range:	pp. 255-269
Identification Number:	10.1080/10286630903128518
Status:	Peer Reviewed
Access rights to Published version:	Restricted or Subscription Access
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URI:	http://wrap.warwick.ac.uk/id/eprint/3362

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