Titlebook: Creativity and Strategy; An Integrative Analy Chetan Walia Book 2021 The Editor(s) (if applicable) and The Author(s), under exclusive licen

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https://doi.org/10.1007/978-3-642-80522-6ramework for exploring the implications of these strategic intents for creativity and value creation. The sample of the randomised control trial in this study included 32 strategic decision makers from four established companies that generated 128 decisions for analysis by playing a negotiation game

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https://doi.org/10.1007/978-3-642-80522-6tive judgement. The result is a nine-grid model that captures creative–strategic outcomes for the strategic intents of maximising profit and competitive advantage and for problem discovery. The creative–strategic model explains and analyses the difference between the realisation of creative potentia

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Integrated Framework for Understanding Creativity,o life in the form of products, processes, or services. This definitional construct of creativity situates creativity in the context of the outcome (i.e. the creation or idea) and not the process leading to creation. In separating creativity from creation, three constructs emerge: creativity (the pr

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Creativity and Strategic Decision-Making by Top Management Teams,tegy literature understands creativity within a limited cognition and stresses competitive advantage as the unit of analysis. Research on creativity has largely centred on creative individuals as generators of novel ideas. It is not known whether the selectors of these ideas enhance or compromise cr

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Integrated Framework for Understanding Creativity,ocess), creation (the outcome) and creative (the judgement). This chapter develops an integrated framework for creativity within these three constructs and highlights implications of the framework for the firm’s strategy.

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