Strategic change as creative action

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)

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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.
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 (Online):1740-2867

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