Criatividade plural na gestão de projetos culturais: práticas criativas em organizações culturais

Abstract

Plural creativity and cultural project management are essential aspects for the successful realization of creative economy projects. However, the field of research refers to creativity and management abstractly, without effectively addressing the plural character of creativity in cultural project management. This thesis aims to understand and discuss how plural creativity underpins the practice of cultural project management. In this proposal, we engage in a dialogue between the theories of organizational creativity (OC), cultural project management (CPM), and practice-based studies (PBS). The methodological approach was based on a multi-sited and digital ethnography, developed in an inductive and reflexive process over three phases. The sources of information were documents, observations, and interviews. Narrative analysis was used to interpret the data. The thesis is made up of five articles, as well as an introduction, a chapter on methodological foundations, a discussion, and a conclusion. The first article aims to consolidate an integrated understanding of academic production on the creative and cultural dimensions of project management, providing new avenues for future research. The results provide an understanding of culture and creativity in project management from two contexts: the traditional industry and the creative industry. They also provide a support structure to stimulate and enhance further research. The second article reviews integrates, and consolidates academic production on plural creativity in management. The results include four categories of creativity that integrate research in the field and a proposal for conceptual consolidation from the sociocultural perspective of plural creativity. The third article aims to explain how plural creativity constitutes a strategic creative practice in the management of cultural projects. The results show that collective creative actions constitute a strategic creative practice in three management processes: creation, promotion, and consolidation. Based on these actions, we identified the driving force behind these practices: the dynamic of creative relationality. This dynamic manifests itself in three ways: in creative play driven by affection, in creative impulse motivated by criticism, and in creative inspiration stimulated by restrictions. We conclude that affection, criticism, and restrictions enhance creative actions when there are meaningful relationships, allowing the uncertainties that threaten the realization of projects to be overcome. The fourth article seeks to understand how plural creativity constitutes the practice of cultural project management. Our results show that management practices are produced by collective creative actions that take place in three main processes: creation, fundraising, and promotion. These processes are based on the management practice of relationality, which takes place through the management of creative connections, creative translations, and creative limitations in cultural projects. In this context, management acts by connecting, translating, and leading collective creative actions to realize the project. The fifth article is a teaching case and aims to encourage learning about the processes developed by plural creativity and its importance for cultural projects. This thesis will contribute to the advancement of knowledge in the field of CO and CPM, by inaugurating a theoretical approach to plural creativity in cultural project management, promoting renewed foundations for management practice, and contributing to the updating of studies in this sector and in the broad field of project management