Organizational improvisation: what, when, how and why

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

1 Citation (Scopus)

Abstract

Realized organizational strategies and actions, be they a new product development, a major corporate restructuring or entering a new market do not solely depend on the organization’s deliberate options and explicit or even implicit intentions. Complexity and chaos theory have shown that, in addition to the unpredictability of the environment (Emery and Trist 1965), organizational actions can have unintended-nd unexpected-consequences (Stacey 1996).

Original languageEnglish
Title of host publicationOrganizational Improvisation
EditorsKen Kamoche, Miguel Pina e Cunha
Place of PublicationLondon
PublisherTaylor and Francis Ltd.
Pages93-133
Number of pages41
ISBN (Electronic)0203361601, 9781134506491
ISBN (Print)0415261759, 9780415261760
DOIs
Publication statusPublished - 1 Jan 2003

Fingerprint

Dive into the research topics of 'Organizational improvisation: what, when, how and why'. Together they form a unique fingerprint.

Cite this