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© 2005

Managing Creativity in Organizations

Critique and Practices

  • Authors
Book

Table of contents

  1. Front Matter
    Pages i-xi
  2. Introduction: The Absence of Creativity in Practice and Management Writing

  3. Critique

    1. Front Matter
      Pages 23-23
    2. Alexander Styhre, Mats Sundgren
      Pages 25-40
    3. Alexander Styhre, Mats Sundgren
      Pages 41-64
    4. Alexander Styhre, Mats Sundgren
      Pages 65-88
  4. Practices

    1. Front Matter
      Pages 89-89
    2. Alexander Styhre, Mats Sundgren
      Pages 91-114
    3. Alexander Styhre, Mats Sundgren
      Pages 115-139
    4. Alexander Styhre, Mats Sundgren
      Pages 140-176
    5. Alexander Styhre, Mats Sundgren
      Pages 177-217
  5. Back Matter
    Pages 218-245

About this book

Introduction

Managing Creativity in Organizations addresses the notion of organizational creativity and innovation in general, and explores in some detail how it is achieved. The first part of the book critically reviews the literature on creativity. The second half explores the management of organizational creativity in the pharmaceutical industry. Here issues such as technology, cognition and leadership are introduced as central resources and practices in the management of organizational creativity and innovation. The research is based on management practices in four companies, all of whom have demonstrated a significant ability to exploit their organizational creativity.

Keywords

creativity innovation leadership management organization organizations pharmaceutical industry research

About the authors

ALEXANDER STYHRE is Associate Professor at Chalmers University of Technology, Gothenburg, Sweden. He has published many papers on a variety of issues pertaining to the management of knowledge-intensive organizations and is the author of a number of books, including Management Writing out of Bounds (Copenhagen Business School Press, 2005), Collaborative Research in Organizations (co-edited, Sage, 2004), Understanding Knowledge Management (Copenhagen Business School Press, 2003) and Knowledge Sharing in Organizations (co-authored, Copenhagen Business School Press, 2003).

MATS SUNDGREN is a Scientific Adviser and Senior Informatics Scientist with AstraZeneca R&D, Mölndal, Sweden, and is affiliated with the Fenix Research Program at Chalmers University of Technology, Gothenburg, and the Stockholm School of Economics in Sweden. He has extensive experience in the pharmaceutical industry in new drug development, and has published in management journals on the topic of organizational creativity.

Bibliographic information

Reviews

'The authors provide an exemplary case combining academic rigour and practitioner experience and concerns. They help us towards an understanding of the complexities of creativity at the level of the modern organization and its location within the broader field of organization theory. The treatment helps us re-appraise the nature and role of leadership and organizational rationalities. The book will be welcomed by practitioners, researchers and students of management alike.' - Tudor Rickards, Professor of Creativity and Organizational Change, University of Manchester, UK

'An important contribution to the development of management practices in the context of complexity and creativity. In a world of constantly increasing volatility and uncertainty there is a need for better understanding of how leadership, structural preconditions and technology can enhance organizational creativity.' - Bo Rex, Chairman of the board, Soul Business Innovation Group, Sweden

'Managing Creativity in Organizations: Critique and Practices, offers a solid framework for anyone trying to get beyond the widely held assumptions about creativity. From a practitioner perspective, the authors offer an intriguing synthesis of valid concepts and hypotheses to use when assessing creativity at an individual or organizational level. The discussions are very useful to inspire management in science/technology-based corporations to reflect upon how we as leaders impact on several dimensions of creativity. Obtaining a proper balance between productivity driven by process improvements, technical expertize and exploring organizational creativity, as a competitive edge is a delicate mission in Pharmaceutical companies.' - Mikael Dolsten, Head of Corporate Pharma Research, Boehringer-Ingelheim Pharmaceuticals Inc, USA

'Today, managing creativity in organizations is a decisive factor to remain successful in R&D intensive industries. Being able to keep focus on the business while at the same time nurturing organizational creativity demands mature leadership. I firmly believe this book makes an important contribution to industry. It offers practical guidance combined with rich illustrations of the complexity of perspectives involved when managing creativity in organizations.' - Anna Käll, Head Business Management, Pfizer, Sweden

'This book presents a clearly written, extensive survey of research about many aspects that bridge the areas of organizational creativity and organizational theory. It convincingly argues for the existence and practical impact of an organizational creativity that integrates critique, with practices such as technology, intuition, leadership, and strategy etc. In a world where technological developments are demanding ever faster innovations, and where globalization is making markets and organizations more and more complex, to understand the critique and practices of organizational creativity has become critical.' - Marcus Selart, Norwegian School of Economics & Business Administration, Norway

'This book brings the very important aspect of organizational creativity on the table. It feels refreshing in a corporate world filled of processes and risk reducing procedures slowly killing innovation and future success. The role of managerial aspects for creativity and creative organisations needs to be put on the managerial agenda. A good start is to read this thought provoking book' - Hans Glise, Senior Vice-President, NovoNordisk

'It has often been assumed that large organization are not very creative and rather bureaucratic and slow in relation to decision-making etc. In AstraZeneca Discovery, we have been working very hard to ensure that creativity, flexibility and capturing opportunities can also be the hallmarks for a productive big pharma organization. This book illustrates some basic principles behind the importance of so called organizational creativity in large organizations and v