Improvisation as "real time foresight"

被引：39
作者：
Pina e Cunha, Miguel [1 ]
Clegg, Stewart R. [2 ,3 ]
Kamoche, Ken [4 ]
机构：
[1] Nova Sch Business & Econ, Rua Marques Fronteira 20, P-1099038 Lisbon, Portugal
[2] Univ Technol Sydney, Key Res Ctr Management & Org Studies, Sydney, NSW, Australia
[3] Nova Sch Business & Econ, Lisbon, Portugal
[4] Nottingham Trent Univ, Nottingham Business Sch, Nottingham, England
来源：
FUTURES | 2012年 / 44卷 / 03期
关键词：
Fast changing environments; Improvisation; Planning; Foresight; ORGANIZATIONAL IMPROVISATION; STRATEGY; PERFORMANCE; KNOWLEDGE;
D O I：
10.1016/j.futures.2011.10.009
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
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. (C) 2011 Elsevier Ltd. All rights reserved.
引用
收藏
页码：265 / 272
页数：8
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