Improvisation as "real time foresight"

被引：37

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

页码：265 / 272

页数：8

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