- The Oxford Handbook of Creative Industries
- List of Figures
- List of Tables
- List of Contributors
- Creative Industries: A Typology of Change
- The Creative Mind
- Creativity in Teams: Processes and Outcomes in Creative Industries
- Creativity in Social Networks: A Core-Periphery Perspective
- Creativity in the City
- ‘The Market for Symbolic Goods’: Translating Economic and Symbolic Capitals in Creative Industries
- Trading Places: Auctions and the Rise of the Chinese Art Market
- The Market for Creative Labour: Talent and Inequalities
- Stars and Stardom in the Creative Industries
- Creative Entrepreneurs: The Business Models of Haute Cuisine Chefs
- Entrepreneurship in Creative Industries and Cultural Change: Art, Fashion, and Modernity in India
- Performance in the Creative Industries
- Projects and Project Ecologies in Creative Industries
- Managing Project-Based Organization in Creative Industries
- Organizing Events for Configuring and Maintaining Creative Fields
- User Innovation in Creative Industries
- User Innovation in the Music Software Industry: The Case of Sibelius
- Niches, Genres, and Classifications in the Creative Industries
- Sunk Costs and the Dynamics of Creative Industries
- Creative Industries and the Wider Economy
- Brokerage, Mediation, and Social Networks in the Creative Industries
- Digitizing Fads and Fashions: Disintermediation and Glocalized Markets in Creative Industries
- Copyright, the Creative Industries, and the Public Domain
- Copyright and its Discontents
- Public Policy for the Creative Industries
- Global Production Networks in the Creative Industries
- Creative Industries and Development: Culture in Development, or the Cultures of Development?
- Author Index
- Subject Index
Abstract and Keywords
In this article the importance of team creativity in the creative industries is discussed through the unpacking of some of the key constructs used in the teams and creativity literatures. First, the notion that creativity is best understood as ranging along a continuum is introduced. Because what is creative can range from a minor tweaks to radical breakthroughs, it is important to start the conversation by thinking about what we mean when we say creativity. Following this, the distinction between creativity and innovation as well as creative processes and outcomes are detailed. Research on team creativity is still in its infancy, but in order to move this are of inquiry forward it is important that the term ‘team creativity’ is better understood. While this article does not seek to provide any answers, it does however hope to guide the discussion forward and in doing so maybe spur future research into the important role of teams for creativity in the creative industries.
Lucy L. Gilson is an Associate Professor, a Coordinator in the Management PhD Program, and Women's MBA Association Faculty Advisor at the University of Connecticut.
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