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Creative managers and managing creativity: a hermeneutic exploration

Creative managers and managing creativity: a hermeneutic exploration Purpose – The purpose of this paper is to explore how executives assimilate creativity in business‐to‐business (B2B) services. Design/methodology/approach – The author employed an inductive, qualitative research approach to elicit and explore the definition and interpretation and individual meaning of the creative process by top‐level advertising agency executives. Findings – The findings show that an understanding of creative cultures and processes can enable their application in other business functions. Research limitations/implications – In‐depth interviews may involve interview effects that influence the information elicited, despite adequate measures to conduct interviews in situ at the workplace and in a detached, impartial manner. Practical implications – The results suggest that creativity in B2B services incorporates a complex set of results‐driven interactive components. These components simultaneously affect and are affected by the interaction of artistic and aesthetic elements, as well as business strategy. Originality/value – Creativity is critical to developing and implementing business strategies. However, creativity in advertising as a B2B service has scarcely been examined. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png American Journal of Business Emerald Publishing

Creative managers and managing creativity: a hermeneutic exploration

American Journal of Business , Volume 26 (2): 22 – Oct 28, 2011

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References (91)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1935-5181
DOI
10.1108/19355181111174534
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explore how executives assimilate creativity in business‐to‐business (B2B) services. Design/methodology/approach – The author employed an inductive, qualitative research approach to elicit and explore the definition and interpretation and individual meaning of the creative process by top‐level advertising agency executives. Findings – The findings show that an understanding of creative cultures and processes can enable their application in other business functions. Research limitations/implications – In‐depth interviews may involve interview effects that influence the information elicited, despite adequate measures to conduct interviews in situ at the workplace and in a detached, impartial manner. Practical implications – The results suggest that creativity in B2B services incorporates a complex set of results‐driven interactive components. These components simultaneously affect and are affected by the interaction of artistic and aesthetic elements, as well as business strategy. Originality/value – Creativity is critical to developing and implementing business strategies. However, creativity in advertising as a B2B service has scarcely been examined.

Journal

American Journal of BusinessEmerald Publishing

Published: Oct 28, 2011

Keywords: United States of America; Advertising agencies; Senior management; Creativity; Advertising executives; B2B services; Hermeneutics

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