Creative Identity Work in the Face of Ambiguity: Defending, Distancing, Differentiating

Abstract

A creative identity, the incorporation of creativity into self-definition, is associated with creative outcomes. Given the importance of creativity to organizational success, understanding creative identity and in particular creative identity work (the formation and maintenance of creative identity) can be useful in understanding creatives within organizations. To be considered creative, individuals need to not only produce unique artefacts, but these artefacts need to be assessed by legitimate judges as being creative. Judges may be within an organization (e.g., senior researchers within a laboratory) or may be external to an organization (e.g., award judges in international advertising competitions). Underpinning creative identity work is the creative assessment, however this assessment is ambiguous and contextual. In other words, what is considered creative in one context or by one judge may not be considered creative in another context or by different judges. The ambiguity of the creative assessment makes creative identity work a precarious undertaking. Based on two case studies – a R&D laboratory and an advertising agency – this research explores the strategies which creative individuals employ in their creative identity work in response to the ambiguity of the creative assessment. This research contributes to the growing area of creative identity research by unpacking three specific strategies used as part of identity work of creatives: defending, emotional distancing and differentiating. These strategies assist the creatives in maintaining a coherent sense of who they are within the organizational context despite the unpredictability of the creative assessment.

Citation

Round, H. (2021), "Creative Identity Work in the Face of Ambiguity: Defending, Distancing, Differentiating", Schuessler, E., Cohendet, P. and Svejenova, S. (Ed.) Organizing Creativity in the Innovation Journey (Research in the Sociology of Organizations, Vol. 75), Emerald Publishing Limited, Leeds, pp. 207-228. https://doi.org/10.1108/S0733-558X20210000075017