Cultivating creativity in public relations consultancies: The management and organisation of creative work

If innovation is to flourish in public relations, then creativity must be encouraged and nurtured because it is out of the process of creativity that innovation springs. In order to understand creativity in public relations consultancies, this paper examines its nature and the dynamics through which it is fostered or hampered. It attempts to answer two main questions: what is the nature of creativity, and how is it accommodated in public relations consultancies? Primary research consists of interviews and a focus group with public relations practitioners in small, medium and large global consultancies in London and the regions. Findings suggest that creativity is characterised by three dimensions: unconventionality, autonomy and risk. The manner in which consultancies organise and manage these determines the extent to which creativity is stimulated or stifled. The styles of management and the forms of organisation which accommodate creativity are primarily influenced by size, client expectations, and the individualistic nature of public relations practitioners. In studying work dynamics and the experiences of members of public relations consultancies, the paper makes a contribution to a field of research that is underdeveloped in both public relations and management literature.