The Routledge companion to improvisation in organizations
"This innovative volume provides a comprehensive overview of improvisation as a pervasive organizational process, essential in ever-changing business environments. Exploring theories of organizational action as well as contemporary challenges, it highlights improvisation's rich potential i...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Abingdon, England :
Routledge
[2024]
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| Colección: | Routledge Companions in Business and Management Series
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009809020106719 |
Tabla de Contenidos:
- Intro
- Endorsements
- Half Title
- Series Page
- Title Page
- Copyright Page
- Dedication
- Contents
- Acknowledgements
- Contributors
- Introduction: Improvisation in organizations: A convocation, a celebration, and an invitation
- Introduction
- But why bother? Why now? A convocation
- OI activity is pervasive
- OI matters for practice
- OI opens a crucial window for theory development
- Who else is here? Four ongoing conversations, or a celebration of polyphonic theory creation
- Conversation 1: Probes features of artistic improvisation to theorize about OI in other organizations
- Conversation 2: Builds theory from directly observing OI
- Conversation 3: Builds and tests deductively derived OI causal theories
- Conversation 4: Offers novel conceptual theory about OI
- Illustrations of mutually constructive nests of OI theory development
- Joining the OI community: An invitation
- Note
- References
- Part 1: Conceptual linkages
- 1. Improvisation and bricolage: Similarities and differences between two approaches to resource scarcity
- Introduction
- Development of theory on improvisation and bricolage
- Organizational improvisation
- Defining improvisation
- Improvisation in action: The example of innovation and NPD
- Improvisation as adaptation with jazz as a metaphor
- Organizational bricolage
- Defining bricolage
- Bricolage in action: The example of (social) entrepreneurship
- Bricolage as combination with hip-hop as a metaphor
- Comparing improvisation and bricolage
- Intersections between improvisation and bricolage
- Distinguishing improvisation and bricolage
- Discussion
- Bridging improvisation and bricolage
- The temporal and dynamic relationship of improvisation and bricolage
- Future work on the intersections of improvisation and bricolage
- Conclusion
- Notes
- References.
- 2. Eight paradoxical tensions of organizational improvisation
- Introduction
- What is paradox?
- Ontology, paradox, and improvisation
- Improvisation as impulse
- Improvisation as a habit
- Improvisation as paradoxical event
- Improvisation as paradoxical processes
- Oxymoron: Signs of improvisation as paradoxical process
- Trained spontaneity
- Structured freedom
- Minimal structures
- Synthesis of global and local
- Real-time foresight
- Planning-execution convergence
- Prepared un-preparedness
- Nurtured serendipity
- Disciplined incoherence
- Nuancing improvisation through a paradox view
- Paradoxical challenges in the management of improvisation
- Longitudinal view
- The role of power
- Agile
- Conclusion
- Note
- References
- 3. The importance of referents for advancing improvisation theory and methods
- Organizational improvisation referents
- Improvisation and boundary conditions: Differences between referents and triggers
- Organizational improvisation referents and measuring improvisation
- Conclusion
- References
- 4. The improvisation-serendipity nexus
- Introduction
- Organization, improvisation, and serendipity
- Differences: Mutually exclusive - almost
- Similarities: Negative capabilities
- Improvisation to serendipity: The doings of bricolage
- Serendipity to improvisation: Enacting exaptation
- Contributions to a research agenda
- A necessary note on zemblanity
- Implications for practice
- Implications for pedagogy
- Methodological implications
- Conclusion
- Notes
- References
- Part 2: Improvisation process: Before, during, and after
- 5. The improvisational arc: A sensemaking perspective
- Introduction
- The improvisational arc and improvisational sensemaking
- Sensemaking
- Improvisational decision sensemaking
- Improvisational action sensemaking.
- Improvisational retrospective sensemaking
- Characteristics of improvisational sensemaking
- Identity construction in improvisational sensemaking
- Improvisational decision sensemaking
- Improvisational action sensemaking
- Improvisational retrospective sensemaking
- Temporal character of improvisational sensemaking
- Improvisational decision sensemaking
- Improvisational action sensemaking
- Improvisational retrospective sensemaking
- Improvisational sensemaking enactment from the environment
- Improvisational decision sensemaking
- Improvisational action sensemaking
- Improvisational retrospective sensemaking
- Improvisational sensemaking as a social process
- Improvisational decision sensemaking
- Improvisational action sensemaking
- Improvisational retrospective sensemaking
- The ongoing nature of improvisational sensemaking
- Improvisational decision sensemaking
- Improvisational action sensemaking
- Improvisational retrospective sensemaking
- The improvisational sensemaking focus on and by extracted cues
- Improvisational decision sensemaking
- Improvisational action sensemaking
- Improvisational retrospective sensemaking
- The plausibility vs. accuracy drive of improvisational sensemaking
- Improvisational decision sensemaking
- Improvisational action sensemaking
- Improvisational retrospective sensemaking
- Conclusion
- References
- 6. Preparing to be spontaneous for effective organizational improvisation
- Proglemenon
- Introduction
- Organizational improvisation and preparedness
- Structural capabilities
- Learning cultures
- Flexible designs
- Anticipatory capabilities
- Environmental scanning
- Experimenting
- Knowledge management
- Planning
- Training
- Responsive capabilities
- Action orientation
- (De)centralized coordination
- Resilience
- Adaptive capabilities
- Reconfiguring.
- Adaptive levers
- Discussion
- Conclusion
- References
- 7. Character and improvisation: A recursive relationship
- Introduction
- Leader character
- Leader character development
- How character influences improvisation
- Improvisation as a practice to develop character
- Yes-And
- Risking comfort
- State of play
- Character contagion
- Shifting core beliefs
- Application
- Improvisation workshop training
- Extending character-based improvisation into the workplace
- Embedding character-based improvisation into practices
- Conclusion
- References
- 8. Improvisational decision making: Context, antecedents, and outcomes
- Introduction
- Theoretical background
- Theory and hypotheses
- Methods
- Measures
- Dependent variables
- Contextual variables and SDM processes
- Control variables
- Analysis
- Results
- Discussion
- Contributions to theory
- Implications for managers
- Limitations and future work
- Conclusion
- References
- 9. Improvisation, routine dynamics, and temporal regularity
- Routine dynamics, improvisation, and flexibility
- Regular temporal patterns of routines as a structure
- Routines as minimal structures for improvisation
- Scrum routine
- How temporal regularity of the scrum routine enables improvisation
- Discussion
- Temporal patterns as a complementary structure for enacting routines
- Improvisations in routine performance
- Note
- References
- 10. Practising strategizing: Novelty as a leap of faith expanding learning and improvising
- Introduction
- Strategizing: Practice, process, and practising
- Practising in dialogic exchanges
- Methodology
- Strategy practice, practising, and improvising in high tech
- Strategy practice at High Tech Corporation: An Overview
- Strategizing: Practising responses to strategic challenges.
- Strategizing: Processing connections and refinements
- Discussion - Learning to connect and reconnect aspect of strategy practice
- Novelty: Refinement of refinements and leap of faith
- Conclusions
- Acknowledgments
- Notes
- References
- Part 3: Improvisation in specific contexts
- 11. Improvisation in Africa
- Introduction
- The context of Africa
- The existing body of knowledge on improvisation in the context of Africa
- Improvisation as a response to crisis situations and to day-to-day challenges in Africa
- Improvisation as a response to external factors and internal resource limitations in Africa
- Improvisational competences and processes in Africa
- Macro-level strategic improvisation in Africa
- Conclusions and avenues for future research on improvisation in Africa
- Acknowledgments
- References
- 12. Locating improvisation in public service management: Past, present, and future research directions
- Decision making in the public sector
- The dominance of rational planning
- The influence of private sector philosophy
- The origins of emergent decision making
- The present: Improvisation prevalence in public sector research
- Spotlight observations
- Future research directions
- Conclusion
- References
- 13. Organizational improvisation in project management
- Considering organizational improvisation constructs within the project management domain
- The "Tension" between improvisational activity and the "Plan - then Execute" paradigm
- The future of improvisation in project management
- References
- 14. Professional service firms: Why is improvisation so important?
- Introduction
- Professional service firms
- Improvisation in professional service firms
- Improvisation and change
- Improvisation and knowledge
- Improvisation and innovation
- Moving forward the research of improvisation in PSFs.
- Conclusions.
