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Action versus Reflection : Organizational Improvisation and the Emergence of Bottom-up Strategic Initiatives

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abstract Organizational improvisation has a peculiar status in the field of strategic management, even though it is an appealing subject for study, as it melds processes of cognition and action. Our paper hence strives to introduce improvisation into strategy process research as a potentially powerful tool for organizations to
create competitive advantage. Improvisational actions can serve as unplanned experiments which can then arouse autonomous strategic initiatives as a major source of variation out of which organizations can select new products and markets. Our paper develops a simple model of how organizational improvisation
can lead to strategic initiatives and how this relationship is moderated by organizational memory and horizontal knowledge flows. A set of testable hypotheses is provided and the research project is de-scribed afterwards.
   
type conference paper (English)
   
keywords Improvisation, Strategic Initiatives, Opportunities
   
name of conference SMS Special Conference 2010 (Lapland, Finland)
date of conference 17-3-2010
title of proceedings Intersections of Strategy Processes and Strategy Practices
page(s) 8
publisher SMS Strategic Management Society (Chicago)
review double-blind review
   
citation Schrettle, T., & Fueglistaller, U. (2010). Action versus Reflection: Organizational Improvisation and the Emergence of Bottom-up Strategic Initiatives. In Intersections of Strategy Processes and Strategy Practices, pp.8. Chicago: SMS Strategic Management Society.