Organizational improvisation and learning: A field study
An inductive study of improvisation in new product development activities in two firms uncovered a variety of improvisational forms and the factors that shaped them. Embedded in the observations were two important linkages between organizational improvisation and learning. First, site observations led us to refine prior definitions of improvisation and view it as a distinct type of real-time, short-term learning. Second, observation revealed links between improvisation and long-term organizational learning. Improvisation interfered with some learning processes; it also sometimes played a role in long-term trial-and-error learning, and the firms displayed improvisational competencies. Our findings extend prior research on organizational improvisation and learning and provide a lens for research on entrepreneurship, technological innovation, and the fusion of unplanned change and order.
Duke Scholars
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- Business & Management
- 3507 Strategy, management and organisational behaviour
- 3505 Human resources and industrial relations
- 1505 Marketing
- 1503 Business and Management
Citation
Published In
DOI
ISSN
Publication Date
Volume
Issue
Start / End Page
Related Subject Headings
- Business & Management
- 3507 Strategy, management and organisational behaviour
- 3505 Human resources and industrial relations
- 1505 Marketing
- 1503 Business and Management