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dc.contributor.authorHadida, AL
dc.contributor.authorTarvainen, W
dc.date.accessioned2014-09-01T11:33:43Z
dc.date.available2014-09-01T11:33:43Z
dc.date.issued2015-10
dc.identifier.citationInternational Journal of Management Reviews 2014, 17(4): 437–459. DOI: 10.1111/ijmr.12047
dc.identifier.issn1460-8545
dc.identifier.urihttps://www.repository.cam.ac.uk/handle/1810/245829
dc.description.abstractOrganizational improvisation is increasingly recognized as a relevant area of management research. However, the cumulativeness of research on improvisation in organizations remains low. This paper organizes existing contributions on organizational improvisation within a new consolidating framework combining degrees (minor, bounded and structural) and levels (individual, interpersonal and organizational) of improvisation. The proposed degree/level framework allows for reviewing the existing literature on organizational improvisation in the management disciplines of strategy, organizational behaviour, organizational theory, innovation and marketing in a systematic manner. It also exposes potential areas for future research across management disciplines, research areas, organizational settings and industries, and beyond existing metaphors, most notably of jazz and improvisational theatre.
dc.language.isoen_GB
dc.publisherWiley
dc.titleOrganizational improvisation: a consolidating review and framework
dc.typeArticle
prism.endingPage459
prism.issueIdentifier4
prism.publicationDate2015
prism.publicationNameInternational Journal of Management Reviews
prism.startingPage437
prism.volume17
rioxxterms.versionofrecord10.1111/ijmr.12047
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserved
rioxxterms.licenseref.startdate2015-10
dc.contributor.orcidHadida, Allegre [0000-0003-2984-6248]
dc.identifier.eissn1468-2370
rioxxterms.typeJournal Article/Review
cam.issuedOnline2014-09-14
rioxxterms.freetoread.startdate2016-09-14


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