Exploring boundary-spanning practices among creativity managers

Purpose - External inputs are critical for organisational creativity. In order to bridge different thought worlds and cross-organisational barriers, managers must initiate and motivate boundary spanning processes. The purpose of this paper is to explore how boundary spanners manage creativity projects across organisational boundaries. Design/methodology/approach - The authors link to previous literature and present findings from a comparative case study of managerial practices for managing creativity projects. Data were collected through interviews, secondary materials, site visits and observation. Findings - Three meta-practices used by managers to manage boundary-spanning creative projects are presented: defining the creative space, making space for creativity and acting in the creative space. These practices are detailed in seven case studies of creative projects. Research limitations/implications - The analysis focuses on boundary spanning as a management process rather than a capability for organisations to self-organise. It extends the "boundary spanning as practice" literature by focusing on boundary spanning as a managerial practice and brings the problems related to resource mobilisation across both organisational and departmental boundaries to the fore. Practical implications - Understanding the managerial dilemma faced by creativity managers is a first step to finding solutions. The discussed practices may inspire managers both in resolving creativity management problems and through self-reflection. Originality/value - The authors contribute to research on boundary spanning practices by linking to creativity research, and bridge to research on management and governance in distributed and less-defined organisations.