The aim of this paper is to explore the transition from traditional measures to creativity and innovation measures within a number of small to medium‐sized enterprises (SMEs) case studies. The need for increased competitiveness has created an impetus for increased creativity and innovation in SMEs. However, the measures associated with the process of creativity and innovation in organisations sometimes do not follow cause‐and‐effect rationale, reflecting non‐linear behaviour. A multiple SME‐based case research methodology is used to explore the transitioning effects from traditional to more creativity and innovation based measures. The cases were part of a longitudinal creativity and innovation intervention programme, which combined taught modules and Critical Action Learning networks over a two‐year period. These networks involved sub‐groups applying critical theory‐based study to the learning they had received in the modules. The findings reveal that the transition dynamics include a complex mix of cause and effect rationale, phenomenology, incremental change, radical change, quantitative, qualitative and linear and complex contrasts and comparisons. Thus, managers must facilitate an eclectic approach to creativity and innovation measures.
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