Improvisation is informing new models for strategy and organization design and determining how improvisation can create more productive interactions between individuals in an organization. Management research offers something to the study of improvisation in the form of evidence that groups that combine access to diverse ideas with internal cohesion are more creative and better able to develop those ideas into effective products and performances. One example of a management practice informed by improvisation is the concept of strategic intuition, which explains how the combination of lessons from history and presence of mind can produce new ideas.
Ingram, Paul, and William Duggan. "Improvisation in Management." In Oxford Handbook of Critical Improvisation Studies, Ed. G. Lewis and B. Piekut. Oxford: Oxford University Press, 2016.
Each author name for a Columbia Business School faculty member is linked to a faculty research page, which lists additional publications by that faculty member.
Each topic is linked to an index of publications on that topic.