2018 | 32 | 60-74
Article title

Creativity in numbers and words: the analysis of divergence in creative project perception

Title variants
Languages of publication
Aim/purpose – The main purpose of this paper is to identify the necessity of distinguishing a particular taxonomic group termed creative projects. Is it a peculiar, distinctive type of projects, or nowadays every project can be denominated ‘creative’? The research aims at comparing the ways of understanding and defining this term in prior literature and in the opinions of practitioners involved in everyday project management and realization. Design/methodology/approach – The paper is divided into main parts corresponding to research objectives: first, the results of literature research is demonstrated briefly, and next the results of empirical research are delineated. The empirical research was conducted with mixed methods. The quantitative part conducted as CAWI was supported by Poll Everywhere platform, the qualitative investigations were supported by MAXQDA software. Findings – According to research results, there exists the inconsistency among the views of researchers, as well as practitioners. As the literature review reveals, there are various stances towards this issue: from silent assumption that the concept does not require to be defined till some analyses of the relations between routine and creative actions. Similar variety was disclosed when analyzing practitioners’ judgments. Research implications/limitations – The divergence in opinions as to the necessity of distinguishing a particular taxon of creative projects as well as the broad variety of opinions as to their specific characteristics have given rise to the call for more precise framing scientific research on creative projects. The research has numerous limitations result-ing from its scope, sampling method or sample size, however, it demonstrates the absence of coherent views and variety of arguments used. Originality/value/contribution – Apart from urging the more rigorous frames of research on creative projects, the paper indicates new avenues of investigations oriented towards determining the ways of assessing the level of project creativity. Moreover, the paper opens the further discussion on the education and training of more creative project managers, as well as on the designing creativity-supporting project environment.
Physical description
  • Department of Organisations Management, Human Resources and Economic Law. Faculty of Management. AGH University of Science and Technology, Cracow, Poland
  • Adler, P. S., & Obstfeld, D. (2007). The role of affect in creative projects and exploratory search. Industrial and Corporate Change, 16(1), 19-50. doi: 10.1093/icc/dtl032
  • Amabile, T. M. (1997). Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1), 39-58.
  • Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5-32. doi: 10.1016/j.leaqua.2003.12.003
  • Banks, M., Calvey, D., Owen, J., & Russell, D. (2002). Where the art is: Defining and managing creativity in new media SMEs. Creativity and Innovation Management, 11(4), 255-264. doi: 10.1111/1467-8691.00257
  • Bettiol, M., & Sedita, S. R. (2011). The role of community of practice in developing creative industry projects. International Journal of Project Management, 29(4), 468-479. doi: 10.1016/j.ijproman.2011.01.007
  • Bruner, J. S. (1962). On knowing: Essays for the left hand. Cambridge: Belknap Press of Harvard University Press.
  • Daniel, P. A., & Daniel, C. (2018). Complexity, uncertainty and mental models: From a paradigm of regulation to a paradigm of emergence in project management. International Journal of Project Management, 36(1), 184-197. doi: 10.1016/j.ijproman.2017.07.004
  • Dawson, P., & Andriopoulos, C. (2014). Managing change, creativity and innovation. Los Angeles, London, New Delhi, Singapore: Sage.
  • Florida, R. (2005). Cities and the creative class. London: Routledge.
  • Harrison, S. H., & Rouse, E. D. (2015). An inductive study of feedback interactions over the course of creative projects. Academy of Management Journal, 58(2), 375-404. doi: 10.5465/amj.2012.0737
  • Kao, J. J. (1989). Entrepreneurship, creativity and organization. Englewood Cliffs: Prentice Hall.
  • Kozarkiewicz, A. (2015). Zarządzanie projektami kreatywnymi [Management of creative projects]. Marketing i Rynek, 22(9), 279-289.
  • Kozarkiewicz, A., & Kabalska, A. (2017). Management of creative projects: challenges and paradoxes. PM World Journal, 6(7), 1-15.
  • Lingo, E. L., & O’Mahony, S. (2010). Nexus work: Brokerage on creative projects. Administrative Science Quarterly, 55(1), 47-81. doi: 10.2189/asqu.2010.55.1.47
  • Lorenzen, M., & Frederiksen, L. (2005). The management of projects and product experimentation: examples from the music industry. European Mana-gement Review, 2(3), 198-211. doi: 10.1057/palgrave.emr.1500044
  • Napier, N. K., & Nilsson, M. (2006). The development of creative capabilities in and out of creative organizations: Three case studies. Creativity and Innovation Management, 15(3), 268-278. doi: 10.1111/j.1467-8691.2006.00396.x
  • Obstfeld, D. (2012). Creative projects: A less routine approach toward getting new things done. Organization Science, 23(6), 1571-1592. doi: 10.1287/orsc.1110.0706
  • Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39, 607-634. doi: 10.2307/256657
  • Osborne, T. (2003). Against ‘creativity’: A philistine rant. Economy and Society, 32(4), 507-525. doi: 10.1080/0308514032000141684
  • Piórkowska, K. (2016). Ontological, epistemological and methodological taxonomy of creativity phenomenon research-call for path forward. Journal of Economics & Management, 25(3), 97-108. doi: 10.22367/jem.2016.25.07
  • Politis, J. D. (2005). Dispersed leadership predictor of the work environment for creativity and productivity. European Journal of Innovation Management, 8(2), 182-204. doi: 10.1108/14601060510594693
  • Rehn, A., & De Cock, C. (2009). Deconstructing creativity. In T. Rickards, M. A. Runco, & S. Moger (Eds.), The Routledge companion to creativity (pp. 222-231). London: Routledge.
  • Saunders, M., Lewis, P., & Thornhill, A. (2009). Research methods for business students. Harlow: Pearson Education.
  • Seidel, S. (2011). Toward a theory of managing creativity-intensive processes: a creative industries study. Information Systems & E-Business Management, 9(4), 407-446.
  • Simon, L. (2006). Managing creative projects: An empirical synthesis of activities. International Journal of Project Management, 24(2), 116-126. doi: 10.1016/j.ijproman.2005.09.002
  • Suh, T., & Badrinarayanan, V. (2014). Proximal and distal influences on project creativity in international marketing teams. International Marketing Review, 31(3), 283-307. doi: 10.1108/IMR-09-2012-0155
  • Trocki, M. (2013). Nowoczesne zarządzanie projektami [Modern project management]. Warszawa: Polskie Wydawnictwo Ekonomiczne.
  • Tuori, A., & Vilén, T. (2011). Subject positions and power relations in creative organizations: Taking a discursive view on organizational creativity. Creativity and Innovation Management, 20(2), 90-99. doi: 10.1111/j.1467-8691.2011.00596.x
  • Weick, K. (1979). The social psychology of organizing. Reading: Addison-Wesley.
  • Whitfield, R. R. (1975). Creativity in industry. Harmondsworth: Penguin
Document Type
Publication order reference
YADDA identifier
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.