Tales of the unexpected: Discussing improvisational learning

Cunha, MPE; Neves, P; Clegg, SR; Rego, A

Tales of the unexpected: Discussing improvisational learning

Cunha, MPE Neves, P Clegg, SR

Rego, A

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Publication Type:: Journal Article
Citation:: Management Learning, 2015, 46 (5), pp. 511 - 529
Issue Date:: 2015-01-01

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Field	Value	Language
dc.contributor.author	Cunha, MPE	en_US
dc.contributor.author	Neves, P	en_US
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Rego, A	en_US
dc.date.issued	2015-01-01	en_US
dc.identifier.citation	Management Learning, 2015, 46 (5), pp. 511 - 529	en_US
dc.identifier.issn	1350-5076	en_US
dc.identifier.uri	http://hdl.handle.net/10453/33515
dc.description.abstract	© 2014, © The Author(s) 2014. Improvisation has been treated largely as if it were a conceptual monolith: all improvisations are similar. We challenge this theorizing by distinguishing forms of improvisation in organizations (semi-structured, episodic, subversive, resistive) and by exploring ways in which these forms interrelate in improvisational sequences. Improvisation is not just something individuals do; it is a learned capacity that organizations can manage. We introduce the dimension of improvisational formality and informality, adding a political dimension to the study of the topic. By combining forms in process sequences, we organize the existing literature under a systematic perspective facilitating theory development via an integrative understanding of how improvisation produces learning.	en_US
dc.relation.ispartof	Management Learning	en_US
dc.relation.isbasedon	10.1177/1350507614549121	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Tales of the unexpected: Discussing improvisational learning	en_US
dc.type	Journal Article
utslib.citation.volume	5	en_US
utslib.citation.volume	46	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1302 Curriculum and Pedagogy	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	5	en_US
pubs.publication-status	Published	en_US
pubs.volume	46	en_US

Abstract:

© 2014, © The Author(s) 2014. Improvisation has been treated largely as if it were a conceptual monolith: all improvisations are similar. We challenge this theorizing by distinguishing forms of improvisation in organizations (semi-structured, episodic, subversive, resistive) and by exploring ways in which these forms interrelate in improvisational sequences. Improvisation is not just something individuals do; it is a learned capacity that organizations can manage. We introduce the dimension of improvisational formality and informality, adding a political dimension to the study of the topic. By combining forms in process sequences, we organize the existing literature under a systematic perspective facilitating theory development via an integrative understanding of how improvisation produces learning.

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http://hdl.handle.net/10453/33515