Strategic change as creative action

D. MacLean, R. MacIntosh

    Research output: Contribution to journalArticlepeer-review


    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.
    Original languageEnglish
    Pages (from-to)80-97
    Number of pages18
    JournalInternational Journal of Strategic Change Management
    Issue number1
    Publication statusPublished - 1 Mar 2012


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