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'Organizing Creativity' builds on the premise that creativity is essentially about ideas. Every organisation is dependent on valuable ideas for solving everyday problems, as well as inventing new processes, products, or services.

In this essay we put forward a critique of the prevailing orthodoxy of creativity and innovation which are rarely fundamentally questioned neither in science nor in public discourse. We urge to reconsider contemporary purposes and consequences of what we call instrumental and humanist conceptions of creativity and innovation. Based on our critique we speak out to transcend reified notions of creativity and innovation by engaging in disciplined imagination of desirable alternative futures using the example of craft as a timeless form of work. Craft, we argue, prefigures a type of creativity and innovation that addresses the social and ecological challenges of contemporary economy and society and may thus serve as a source for inspiration to radically re-think current, ingrained notions of creativity and innovation.

In this article, we respond to Cabantous, Gond, Harding and Learmonth's (2016) critique of recent conceptual contributions that employ the concept of performativity for prompting progressive changes in organizations. All in all, we seem to share the general unease concerning the marginal impact of Critical Management Studies on re-defining organizational realities. At the same time, we largely disagree on how critical scholars could support effective, progressive changes. In this rejoinder, we respond to but also absorb Cabantous et al.'s critique of progressive performativity and sketch three ways of how to advance discussions of Critical Management Studies' role in organizational scholarship.

A central debate in critical management studies (CMS) revolves around the concern that critical research has rather little influence on what managers do in practice. We argue that this is partly because CMS research often focuses on criticizing antagonistically, rather than engaging with managers. In light of this, we seek to re-interpret the anti-performative stance of CMS by focusing on how researchers understand, conceptualize and make use of the performative effects of language. Drawing on the works of JL Austin and Judith Butler, we put forward the concept of progressive performativity, which requires critical researchers to stimulate the performative effects of language in order to induce incremental, rather than radical, changes in managerial behaviour. The research framework we propose comprises two interrelated processes: (i) the strategy of micro-engagement, which allows critical researchers to identify and 'ally' with internal activists among managers, and to support their role as internal agents of change; and (ii) 'reflexive conscientization' − that is, a dialogic process between researchers and researched that aims to gradually raise the critical consciousness of actors in order to provide spaces in which new practices can be 'talked into existence' through the performative effects of language.