MacLean, D. and MacIntosh, R. (2012) Strategic change as creative action. International Journal of Strategic Change Management, 4(1), pp. 80-97. (doi: 10.1504/IJSCM.2012.045827)
Full text not currently available from Enlighten.
Abstract
This paper draws attention to a nascent stream of strategy process research in which action is seen as primarily creative, rather than rational or normative. It shows how creative action theory, which emphasises the importance of embodied expression, emergent intention and social interaction, might furnish valuable new insights into strategic change. In particular, the paper highlights the importance of considering the strategist as fully embodied, intuitive and expressive. The paper draws on a novel empirical illustration to demonstrate both the potential and challenges of using creative action to reframe our understanding of strategic change.
| Item Type: | Articles |
|---|---|
| Additional Information: | Due to publisher embargo the full text of this item is unavailable until 6 month after publication. |
| Status: | Published |
| Refereed: | Yes |
| Glasgow Author(s) Enlighten ID: | MacIntosh, Professor Robert and MacLean, Professor Donald |
| Authors: | MacLean, D., and MacIntosh, R. |
| College/School: | College of Social Sciences > Adam Smith Business School > Management |
| Journal Name: | International Journal of Strategic Change Management |
| Publisher: | Inderscience Publishers |
| ISSN: | 1740-2859 |
| ISSN (Online): | 1740-2867 |
University Staff: Request a correction | Enlighten Editors: Update this record
Deposit and Record Details
Deposit and Record Details