While Cooperrider (2001, p. 32) suggests that appreciative inquiry is about “the artful creation of positive imagery,” most of the literature that describes the process of artful…
Abstract
While Cooperrider (2001, p. 32) suggests that appreciative inquiry is about “the artful creation of positive imagery,” most of the literature that describes the process of artful creation explains it as one in which the organizational members simply talk about these new images, vs. actually engaging in the creation of artistic representations of the desired future. This chapter moves the appreciative inquiry literature beyond the metaphorical understanding of the “art of” appreciative inquiry in order to reveal and explain how practitioners are actually engaging organizations in the artful creation of positive anticipatory imagery. In this chapter, the literature that labels and describes the process of artful creation in organizations is reviewed, described, and synthesized into five propositions – ultimately creating a framework for understanding artful creation as a unique organizational discourse: an aesthetic discourse. These five propositions reveal the common characteristics of artful creation: (1) presentational knowledge/language; (2) mediated dialogue; (3) symbolic constructions that act as metaphorical representation; (4) collaborative inquiry/co-creation; and (5) window to the unconscious. The chapter concludes by addressing the implications, seeking to answer the question “What is the value of an organization engaging with the process of artful creation?” Finally, the chapter suggests that the five propositions may guide future research in two areas: (a) the practice of the artful creation of positive anticipatory imagery in appreciative inquiry; and (b) the further development of a theoretical framework for understanding the “art of” appreciative inquiry as aesthetic discourse.
This chapter addresses relevant academic discourses and theory development in the cross-disciplinary fields where the arts and business meet. Three specific discourses are…
Abstract
This chapter addresses relevant academic discourses and theory development in the cross-disciplinary fields where the arts and business meet. Three specific discourses are investigated: the arts for business, the arts with business and the arts’ disruptive business (or against business). The manner of the investigation reflects the overall tone and approach of this book in that it includes an introductory review of the relevant literature as a means of distilling the key themes and theories that have emerged in this research field. The chapter will thus also add some reference value to the key questions of academic debate about the arts and businesses: where have we come from and where are we now? Some speculation on ‘where we are going’ is also included.
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This article offers an up‐to‐date overview of the emergent practice of arts‐based learning in business. First, arts‐based learning is situated within the broader arts in business…
Abstract
Purpose
This article offers an up‐to‐date overview of the emergent practice of arts‐based learning in business. First, arts‐based learning is situated within the broader arts in business context as well as our present reality of the economic downturn. Then, the article shares why arts‐based learning has emerged as a new pedagogy in management education. Next, a working definition of arts‐based learning is shared as well as an exploration of how others are conceiving it. Lastly, the article turns attention to the question, what are the strengths and limitations of arts‐based learning, and suggests a couple leading‐edge management education programs that are framed by arts‐based learning approaches.
Design/methodology/approach
In addition to the author's expertise in arts‐based learning and his role as executive of one of the world's premier institution's of arts‐based learning in management education/leadership development, the author exchanges ideas with a number of prominent business leaders, artists and respected management educators from around the globe, whose comments about arts‐based learning in business color the ideas presented in the article – adding texture and a richer perspective.
Findings
This article directly addresses what has changed since the 2005 special edition of the Journal of Business Strategy. Of course – the economic downturn. And, now, more than ever, this article asserts, that leaders are looking to arts‐inspired creativity, as a means to realize the upside of the downturn. The article asserts an integral role for the arts to play in an organization's efforts to create a culture of innovation – which is central to business strategy in the economic downturn. More specifically, the article documents how new ways of working together in business (resultant from the continued emergence and growth of the knowledge economy) will require new ways of learning how to work together. This article suggests that arts‐based learning may offer such a new way of learning how to work together.
Originality/value
This article affords the reader insights to how arts‐based learning may enable your strategic actions and the innovation upturn that you're being asked to deliver.
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Nicholas Wise, Özge Gökbulut Özdemir and Ian Fillis
While the theoretical interaction of the creative and cultural industries and entrepreneurship in business is gaining attention in the literature, such entrepreneurial practices…
Abstract
Purpose
While the theoretical interaction of the creative and cultural industries and entrepreneurship in business is gaining attention in the literature, such entrepreneurial practices are extending their role and position in the economy and in urban areas undergoing transformation. The purpose of this paper is to contribute to that literature by generating a model that links creative entrepreneurship with urban transformation as places see and expect continuous change and development.
Design/methodology/approach
The authors adopt a conceptual approach, embedded in a triple helix model, of creative entrepreneurship and urban transformation of the Baltic Triangle area of Liverpool, England. The authors inform this through a case study analysis, including qualitative interview data relating to the Baltic Creative.
Findings
The authors demonstrate the need for interdisciplinary research to assess value creation, value delivery and innovation as contributors to urban transformation based on creative entrepreneurship, while at the same time resulting in creative placemaking.
Research limitations/implications
This is a conceptual paper that will be used to frame future empirical research on generating additional insight by interviewing key actors to heighten understanding of innovation, value creation and value delivery process of placemaking, creative change and urban transformation.
Practical implications
This work can help inform creative policymaking, planning and development to achieve both social and economic impacts for a place and the wider region.
Originality/value
The authors both contextualize and show the transferability of the model, using the example of Liverpool’s Baltic Creative in Liverpool’s Baltic Triangle area of the city, highlighting the impact of creative change.