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This chapter examines the infusion of liberal arts studies into traditional business education.

The object of study will be the collaboration between representatives of the University of Dance and Circus and the Master-level students of the Stockholm School of Economics. Evidence of the effect of this collaboration will be drawn from interviews, observations, and reflections gathered from the business students.

This study and its related counterparts show that liberal arts studies incorporated into business programs enhance creativity, professional judgment, social contribution, and personal fulfillment in students. The addition of multiple framing was found to be particularly healthy to the students’ educational development.

The involvement of creative processes in business education leads to a more fulfilling and beneficial program for students.

This article offers an up‐to‐date overview of the emergent practice of arts‐based learning in business. First, arts‐based learning is situated within the broader arts in business context as well as our present reality of the economic downturn. Then, the article shares why arts‐based learning has emerged as a new pedagogy in management education. Next, a working definition of arts‐based learning is shared as well as an exploration of how others are conceiving it. Lastly, the article turns attention to the question, what are the strengths and limitations of arts‐based learning, and suggests a couple leading‐edge management education programs that are framed by arts‐based learning approaches.

In addition to the author's expertise in arts‐based learning and his role as executive of one of the world's premier institution's of arts‐based learning in management education/leadership development, the author exchanges ideas with a number of prominent business leaders, artists and respected management educators from around the globe, whose comments about arts‐based learning in business color the ideas presented in the article – adding texture and a richer perspective.

This article directly addresses what has changed since the 2005 special edition of the Journal of Business Strategy. Of course – the economic downturn. And, now, more than ever, this article asserts, that leaders are looking to arts‐inspired creativity, as a means to realize the upside of the downturn. The article asserts an integral role for the arts to play in an organization's efforts to create a culture of innovation – which is central to business strategy in the economic downturn. More specifically, the article documents how new ways of working together in business (resultant from the continued emergence and growth of the knowledge economy) will require new ways of learning how to work together. This article suggests that arts‐based learning may offer such a new way of learning how to work together.

This article affords the reader insights to how arts‐based learning may enable your strategic actions and the innovation upturn that you're being asked to deliver.

Historically business education has put greater emphasis on rational analysis and the acquisition of instrumental and technical knowledge, while paying relatively scant attention to developing business students’ soft skills such as self- and social awareness and emotional intelligence through contemplative learning. In light of the growing need for more open and diverse ways of knowing that are more holistic, emotional, and aesthetic in management education, the authors present a 2 × 2 framework of arts-based pedagogy which helps organize various arts-based practices currently used in management education. The authors also share their personal reflections on using artful practices, specifically focussing on two individual-level experiential learning activities (i.e. museum visits and e-portfolio projects) and one group-based participatory art project. The authors further discuss why creative thinking and innovative arts-based practices can open up a new possibility for filling the gaps in current management education, especially in regard to developing students’ self- and social awareness and environmental consciousness in a more creative manner.

The purpose of this paper is to focus on arts-based interventions as a management tool for personal, team and organisational development. How have management teams implemented art in their organisations, and toward what end? The literature has focused predominantly on a single case, creating many possibilities of constructing arts-based interventions. Yet, a typology is still missing. This paper examines various arts-based interventions and their underlying principles from a business perspective.

The paper is based on a systematic review of the literature in English and German, with special consideration for articles and books within the field of business.

The typology presented in this paper, based on a mapping of the field, should contribute to a more coherent understanding of arts-based interventions. My goal is to provide researchers with a more structured perspective for approaching this academic area. Furthermore, the findings suggest that over and above the various types of arts that can be introduced to organisations, there are three basic principles for the achievement of this goal.

This paper presents a mapping of the cases in literature on arts-based interventions and presents a coherent understanding of ways of bringing art into organisations.

The three underlying principles presented in this paper should assist practitioners in designing arts-based interventions for specific problems.

This paper provides assistance to consultants, business executives, leaders, managers, researchers and students for understanding the basics of arts-based interventions. Furthermore, it provides a structure for the body of literature on cases of arts-based interventions.

Arts-based cooperations between business and the arts create innovative solutions for companies by introducing artistic practices. Cooperations of this nature are predominantly prepared and implemented by intermediaries who act as “matchmakers” and bridge the cultural clash. The paper aims to discuss these issues.

For the present study on the function of such intermediaries, qualitative data material from interviews and case studies on arts-based cooperations was collected and analysed.

This paper analyses the results from an institutional economics perspective. By drawing on transaction cost theory and information economics, the findings are transformed into an intermediation theory of arts-based cooperations. The theory postulates that intermediaries are able to reduce transaction costs as well as the risks which are contingent on asymmetric information. Involving an intermediary produces cost advantages compared to direct contact between companies and artists.

The analysis illuminates an important but heretofore neglected aspect of arts-based initiatives thus providing an indication for their successful implementation.

The content of training (art-based method) and instructional strategies (blended learning) can improve business school students' creativity and attempts to determine how training can be maintained using longitudinal tracking. The study aims to answer (1) whether the incorporation of art-based methods enhances the creativity of students compared to traditional face-to-face (F2F) teaching, and (2) whether such creative training and blended teaching methods have a higher transfer of training.

This study adopted a two-stage design (1) it adopted a 2 × 2 (with or without art-based methods * blended teaching or F2F teaching) between-subject design of experiments with 221 participants and (2) a one-year follow-up study was conducted (participants who were employed for 6 months to one year after graduation) with 187 participants and their directors.

The results showed that the inclusion of art-based methods in the creative training of students strengthens creative ability of the students; there were no significant differences between blended and traditional learning. The authors examined the effect of transferring creative training through a questionnaire analysis of participants and employers of the participants. Self-regulated and self-directed learning positively influence motivation to transfer, which positively influences creative performance.

The higher the level of self-regulated and self-directed learning of students, the more effective the transfer of creative training is over time.

This chapter analyzes art-based methods that focus on the deliverables required from the student in an academic exchange.

The study will focus on a group of second-year Master’s students who, accompanied by an artist-coach and a researcher, were asked to produce an artwork reflecting their views on the technical or theoretical issues in accounting. These works were invented and realized in a four-day workshop and exhibition organized by the students.

Student submissions were found to fit into four types of outcomes: instrumental, developmental, directed, and embedded. The first two are produced by the processes mobilized in art-based teaching, while the second two are linked to the specific form of the artwork engaged in by the teaching process. Observing that few theories have explored the range of outcomes attributable to the form, the author draws on the experiment as well as Winnicot’s concepts of transition and intermediate objects to define the specific transformative quality of art forms. By investigating the special area where the delimitations between the self and the world are blurred and changing, the art-maker student adopts a posture of a natural researcher who creates knowledge at the moment he defines his self — or to put it differently, through art-making, the student produces his/her self and his/her knowledge at the same time.

Recognizing that empowering the complexity of expression liberates access to knowing abilities and independent critical learning.

This chapter addresses relevant academic discourses and theory development in the cross-disciplinary fields where the arts and business meet. Three specific discourses are investigated: the arts for business, the arts with business and the arts’ disruptive business (or against business). The manner of the investigation reflects the overall tone and approach of this book in that it includes an introductory review of the relevant literature as a means of distilling the key themes and theories that have emerged in this research field. The chapter will thus also add some reference value to the key questions of academic debate about the arts and businesses: where have we come from and where are we now? Some speculation on ‘where we are going’ is also included.

In the present study an art-based leadership intervention has been evaluated in comparison to a conventional leadership development program. The purpose of this paper is to explore effects on two aspects of personality, namely Sense of Coherence and Agreeableness, as well as on two aspects of leadership behaviors evaluated by subordinates – Laissez-faire and Capacity to Cope with stress.

Participating leaders were randomized to two-year-long leadership programs, with follow-up at 12 and 18 months. The art-based program built on an experimental theater form, a collage of literary text and music, followed by discussions. The comparison program utilized more conventional pedagogical methods.

Leaders in the art-based group, compared to the leaders in the conventional group, showed a significant improvement in Sense of Coherence (stress resilience) and Agreeableness (pro-social behavior). Likewise, the leaders receiving art-based intervention showed a significant improvement in leadership behavior evaluated by subordinates; Laissez-faire decreased (increased responsibility) and Capacity to Cope with stress increased, while the opposite was found in the leaders in the conventional group.

This study represents a new, cross-disciplinary approach. To the knowledge, previous research has not attempted a comparison between art-based leadership approach and a more conventional education. The art-based intervention seems to be more effective in stimulating long-term favorable changes in leaders’ behavior than the conventional program. These positive findings are consistent with earlier findings from this research regarding improved neurobiological resilience and mental health in subordinates of the leaders receiving art-based intervention.