The claim of the present thesis is that the aim to implement process management in a creative organisation can only be done successfully if the process management tradition is adjusted to the creative context and if the mindset of the creatives towards rationalisation projects is changed. The thesis is a qualitative, single-embedded, exploratory case study, where Danmarks Radio’s (DR) divisions DR Nyheder and DR Perspektiv have been chosen as the case seeing that it is a creative organisation working with process management projects. A hermeneutical approach has been applied in order to put focus on understanding and interpretation; the authors’ aim with the thesis is to understand the tensions between creativity and process management and how these tensions are handled in a creative organisation. The evidence in the thesis is based on a theoretical analysis of the two terms creativity and process management. This is put into play in an organisational perspective. On this basis, the authors were able to identify six areas of tensions between the two terms; organisation, management, person, product, press (environment) and process. After a theoretical examination of the tensions between the terms the case is applied in order to see how the case organisation handle these challenges. The case has been interpreted based on internal material from DR and interviews. The warrant of the thesis is supported by the analysis, which shows that DR has implemented a ‘light’ version of process management with respect to the creative context. At the same time, the mindset of the creatives is sought changed by changing the culture.
|Educations||MSocSc in Management of Creative Business Processes , (Graduate Programme) Final Thesis|
|Number of pages||191|