Handbook of Management and Creativity

Research Handbooks in Business and Management series

编辑Chris Bilton, Reader in Creative Industries, Centre for Cultural & Media Policy Studies, University of Warwick, UK and Stephen Cummings, Professor of Strategy and Co-Director of The Atom Innovation Space, Victoria University of Wellington, New Zealand

This Handbook draws on current research and case studies to consider how managers can become more creative across four aspects of their business: innovation, entrepreneurship, leadership and organisation – and does so in an accessible, engaging and user-friendly format.

'An invaluable resource for students and researchers interested in unravelling contemporary processes of management and creativity, this lively collection of original research contributions analyses and skilfully illuminates the dynamic relationship between creativity, innovation and management.'
– Professor Gillian Doyle, University of Glasgow, UK

克里斯·比尔顿和斯蒂芬·卡明s’ Handbook of Management and Creativity collects some of the very best research on creativity and why and how it matters to companies and their management. It is an important addition to our understanding of the management of creativity and talented and creative people.’
– Richard Florida, University of Toronto, Canada, New York University, US and author, Rise of the Creative Class

‘In many organisations creativity is so often seen as the preserve of a small number of people with “artistic temperaments” but in my experience all sorts of people have creative abilities which can be used to the benefit of a “creative” organisation. The task of a manager is to find ways of exploiting this. This Handbook provides the reader with insights to help them and others to promote the kind of creativity that adds real value.’
– Greg Dyke, Chair, British Film Institute; Chair, Football Association; Chancellor, University of York, UK and Director-General of the BBC 2000–2004

‘Creativity and management are often thought of as two opposite worlds. Management is dull control and creativity is exciting liberation. This exciting Handbook puts this assumption into question. The contributors show how creativity can be managed and how creative management might be. It provides a valuable resource for anyone interested in how organizations seek to create novelty, and some of the challenges this might give rise to.’
– André Spicer, City University London, UK

‘Bilton and Cummings’s Handbook of Management and Creativity takes two areas which we often view as diametrically opposite and brings them ogether in a unique and insightful manner, the core idea being that both creativity and management are essential in effective creative processes. Drawing on research from a wide range of interesting contexts including movie-making, this book will be essential reading for both students and scholars interested in examining the entwining relationship between creativity and management.’
– Jean Clarke, Leeds University, UK


In using the concept of “bisociation”, contributors highlight ambiguities, paradoxes and contradictions in the management of creativity. Such an approach demonstrates the complexity of creative processes and the challenges in harnessing creative energies. The wide range of industries and organizations in different geographical regions presented offer insights in a global perspective. It is amazing that this Handbook can address the comprehensive range of issues in a coherent manner.’
– Can-Seng Ooi, Copenhagen Business School, Denmark

‘What is the relationship of creativity and innovation to management? This extensive and extremely well researched Handbook provides fresh insights into this crucially important question. The chapters in the Handbook do so with academic depth and gusto, and together provide an excellent overview of various approaches to creativity and innovation across different academic perspectives, methods and empirical contexts. The Handbook will form an important resource and reference for researchers, students and practitioners with an interest in creativity, innovation and entrepreneurship.’
– Joep Cornelissen, VU University Amsterdam, The Netherlands, University of Leeds, UK and Consulting Editor, Journal of Management Studies