The articles examine concerned of management of creative journalistic work in a media organization. It is draws on the literature and research about creativity management, the author emphasizes that there is scarcity of in-depth research evidence on process of creativity management. The article is based with empirical research with a case study that investigate and explores the experience of set up an international media corporation. Developing new personal competencies and skills are vitals factors given that many journalist felt that developing personal skills and open to change in media work is increasingly important. Creating new things, practices and processes has also inspired and motivated journalist, not just about individual improvement on professional skills, but also make improvement to overall organization’s practices and processes. Collaboration is the ideal and production as it gave the opportunity of mutual learning and support among colleagues. The main limitation of the article is that there is lack of information in the participants that participate in the research that write weekly diary for the data. It will be more useful if more data is disclosed to meet the study of a specific criteria needed for assignments.
The articles compare two different managerial styles of two BBC directors-general, John Birt and Greg D. The author view that there’s a debate underlines between creatives and managers. Birt and Dyke pursue a different approach on their creativity management strategies. Birt pursue a quasi-market oriented strategies, whereas Dyke’s ‘neo-managerial. It says creativity have been argued to be diversely defined and form with different managerial styles over time. Moreover, it has come to a contention that business involved in cultural production do not have a criteria or guidelines for the requirements of owners and shareholders. The analysis of this article has found that the role of creativity in BBC managerial styles have been implemented wit Dyke’s culture change and his belief in leadership result in shaping ‘creative ecology’. The article leave the conclusion with the question of whether Dyke had developed a reproducible model for change. The limitation of this article is that there is only comparison between the internal of leading company in the media industry-BBC, where if there are more comparison to the managerial style of the second or third company in this industry will result in a better conclusion. The article will only be useful if the assignment main focus is on the media industry, because managerial style of creativity may differ in different industry.
The article studies the six key paradoxes of managing organizational creativity in three of the successful creative organizations that embrace these paradoxes. An inductive research design was used to explore how these organizations embrace these paradoxes and sustain their creativity in the organizations. The six paradoxes in managing organizational creativity is listed as firstly, support employees’ passions, but achieve financial goals. Secondly, challenge employees, but build their confidence. Third, encourage personal initiative, but maintain a shared vision. Fourth, encourage diversity, but build cohesive work teams. Fifth, learn from the past, but seek new areas of knowledge. Lastly, take incremental risk, but break new grounds. The author view that to understand these paradoxes is easy but to manage them is hard. It is view as a conflict and organizations need to deal with manage these conflicts accordingly. The article concludes that the current ways of managing creativity tends to ignore valuable knowledge about embracing these paradoxes, it is important for organizations to addressed it within the working environment to enhance creativity. The article is well present in clearly stating out point to manage creativity, and it is useful to examine the paradoxes stated in this article for future research.
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The article examines the determination of organization creativity. It views as organizations are starting to become more creative and capitalize on the benefits of creativity. Organizations are sensing the importance on development of conditions that encourage creativity in the work environment as a long-term progression rather than just short term fix to existing problem. The competence of an organization need to be start at the level of individual creativity and it often ignore the component of creativity occurs at the organizational level. The article focus on the identification of the factors that influence organizational creativity, there are five key factors which are organizational climate, leadership style, organizational culture, resources and skills and the structure and systems of an organization. The author concludes that these factor is arguably condition that enhance creativity at individual and team level. This article provides a useful factor for an analysis for creativity management in organization.
The article examines an advanced understanding of managing creativity by identifying and analyzing 400 academic articles and 40 books published over a 25-year period, from 1990 to 2014. It present creativity definitions includes in different dimensions and brought together the conceptual categories in a theoretical framework. The study first defined the terms creativity as a process and it associated with four core processes namely, synthesis, engagement, interaction and creation. Secondly, it links different streams of research in management of creativity and highlighted multi-dimensional nature of the creativity concept and its influences. Lastly, it examines vital linkage of main categories and across levels, suggesting main directions for creativity management for future research. It concludes that the articles have few key activities to be manage in organization for creativity. Such as ensuring not only individual engagement, but also collective interaction; by articulating important dualities it emphasis managerial attention on balancing acts that need to be achieved for creative process and outcome to be successful. Moreover, managers should also understand the implications of beyond novelty for realizing change in the organization. The limitations for this article is based on selected journal with the key terms of creativity. It will be helpful for research purposes that mainly focus on creativity management only.
The article examines the external inputs for organizational creativity. The author view that to link different thought worlds and cross-organizational barriers, managers are encouraged to start and motivate boundary spanning processes. It this article, it finds how boundary spanners manage creativity projects across organizational boundaries. The methodology used to research for this essay is through a comparative case study of managerial practices for managing creativity projects and data were collected through interviews and secondary materials. There are three meta-practices for managers to manage boundary-spanning creative projects, namely defining the creative space, making space for creativity and acting in the creative space. It points out a process-oriented perspective that raises some doubts about some of the prescriptions for creativity management. In which it fails to solve the real problem and distract attention from managers situated context. The author believes that literature on creativity management would be beneficial by discussing how managerial practices and organizational structures are consistently shaped and re-shaped in a process where each conditions the other. The articles are useful to help on examining barriers in organizations among creativity management, but there are limitations where it only focuses on boundary spanning as a management process instead of the competence of self-organization.
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