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dc.contributor.authorCarlsen, Arne
dc.contributor.authorClegg, Stewart R.
dc.contributor.authorPitsis, Tyrone S.
dc.contributor.authorMortensen, Tord Fagerheim
dc.date.accessioned2022-03-07T13:03:43Z
dc.date.available2022-03-07T13:03:43Z
dc.date.created2020-07-16T12:27:46Z
dc.date.issued2020
dc.identifier.citationEuropean Management Journal. 2020, Volume 38, Issue 6, December 2020, Pages 829-835en_US
dc.identifier.issn0263-2373
dc.identifier.urihttps://hdl.handle.net/11250/2983441
dc.description.abstractResearch on organizational creativity tends to emphasize fairly static notions of coercive power as positional authority and control over scarce resources. The field remains largely silent about power as a positive and generative phenomenon that can produce creativity. We seek to break that silence by amplifying and integrating the work of Mary Parker Follett and Michel Foucault in concert with recent practice-based approaches to creativity. Power in organizational creativity, we suggest, should first of all be explored as processes of connection, abundance and collective agency. We show that whereas established ideas of positional power over is related to assumptions of linearity and singularity of creativity, ideas of power with and power to are associated with a more dynamic, relational and process-based perspective. The latter set of views implies more attention be paid to processes of interactional framing through which people jointly attend to situations, reach new integrations and produce new social realities.en_US
dc.language.isoengen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.subjectOrganizational creativityen_US
dc.subjectIdeasen_US
dc.subjectPoweren_US
dc.subjectPragmatismen_US
dc.titleFrom ideas of power to the powering of ideas in organizations: Reflections from Follett and Foucaulten_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionacceptedVersionen_US
dc.rights.holderElsevieren_US
dc.source.pagenumber829-835en_US
dc.source.volume38en_US
dc.source.journalEuropean Management Journalen_US
dc.source.issue6en_US
dc.identifier.doi10.1016/j.emj.2020.03.006
dc.identifier.cristin1819591
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal