Title: Strategic change as creative action

Authors: Donald MacLean; Robert MacIntosh

Addresses: University of Glasgow Business School, Gilbert Scott Building, Glasgow, G12 8QQ, UK. ' University of Glasgow Business School, Gilbert Scott Building, Glasgow, G12 8QQ, UK

Abstract: 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.

Keywords: creative action; action-theory; rational actions; normative actions; embodied expression; emergent intentions; social interaction; strategists; intuition; George Foreman; Muhammad Ali; boxing; strategic change management.

DOI: 10.1504/IJSCM.2012.045827

International Journal of Strategic Change Management, 2012 Vol.4 No.1, pp.80 - 97

Published online: 31 Dec 2014 *

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