کد مقاله | کد نشریه | سال انتشار | مقاله انگلیسی | نسخه تمام متن |
---|---|---|---|---|
1015692 | 939893 | 2012 | 8 صفحه PDF | دانلود رایگان |

The concept of improvisation, while now recognized in organization studies, has been neglected in strategy studies. We suggest that one of the reasons for this is the dominance of a structural view of strategy and competition. Alternative views, such as the Austrian school or those that stress the Red Queen effect, emphasize the process-based nature of competition. In fast-changing environments, speed and reaction are central attributes, which render the traditional separation between planning and execution untenable. In these contexts, improvisation, the convergence of planning and execution, becomes a paradoxical form of “real time foresight”: organizations screen trends, spot opportunities, actively wait and/or act with speed to seize the moment.
Journal: Futures - Volume 44, Issue 3, April 2012, Pages 265–272