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Think intersectionally, act innovatively

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  • Strutton, David
  • Tran, Gina A.

Abstract

Challenging business threats and opportunities abound, yet few Renaissance men/women exist to help organizations move forward creatively in response to these challenges. Too much information exists today for a true rebirth to happen. However, self-perpetuating, quasi-renaissance managers might assimilate patterns of thinking and behavior into their professional/personal lives that ultimately make them more intersectional and innovative. Specifically, we point to five habits and three methods managers can implement to lower associative barriers and enhance intersectionality. We then introduce a culling process that helps managers find the few highly creative ideas from larger batches of mediocre ideas, thus enabling enhanced creativity.

Suggested Citation

  • Strutton, David & Tran, Gina A., 2020. "Think intersectionally, act innovatively," Business Horizons, Elsevier, vol. 63(4), pages 565-572.
    • Handle: RePEc:eee:bushor:v:63:y:2020:i:4:p:565-572
    DOI: 10.1016/j.bushor.2020.03.015
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    References listed on IDEAS

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    1. Daniel Kahneman & Amos Tversky, 2013. "Prospect Theory: An Analysis of Decision Under Risk," World Scientific Book Chapters, in: Leonard C MacLean & William T Ziemba (ed.), HANDBOOK OF THE FUNDAMENTALS OF FINANCIAL DECISION MAKING Part I, chapter 6, pages 99-127, World Scientific Publishing Co. Pte. Ltd..
    2. Ko, Stephen & Butler, John E., 2007. "Creativity: A key link to entrepreneurial behavior," Business Horizons, Elsevier, vol. 50(5), pages 365-372.
    3. Zahra, Shaker A. & Nambisan, Satish, 2012. "Entrepreneurship and strategic thinking in business ecosystems," Business Horizons, Elsevier, vol. 55(3), pages 219-229.
    Full references (including those not matched with items on IDEAS)

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