This shows you the differences between two versions of the page.
| |
| future_fabulators:improv_foresight [2014-02-14 06:13] – created maja | future_fabulators:improv_foresight [2014-05-19 07:43] (current) – nik |
|---|
| https://www.sciencedirect.com/science/journal/00163287 | https://www.sciencedirect.com/science/journal/00163287 |
| |
| The concept of improvisation, while now recognized in organization studies, has been neglected in strategy studies. * page 1 | The concept of [[improvisation]], while now recognized in organization studies, has been neglected in strategy studies. * page 1 |
| |
| Traditional foresight consisted of the planning/acting sequence, while improvisation conjoins planning and action. In this sense strategic analysis and strategic action is an ongoing process rather than a discrete activity taking place in specific moments. Improvisation facilitates adaptation and translates alertness into action. In fact, being alert is a necessary but not a sufficient condition for entrepreneurial action to take place. The ability to take fast action, even without the benefit of plans and with the available resources, i.e. through bricolage, may be an important source of competitive advantage in high speed environments. * page 4 | Traditional foresight consisted of the planning/acting sequence, while improvisation conjoins planning and action. In this sense strategic analysis and strategic action is an ongoing process rather than a discrete activity taking place in specific moments. Improvisation facilitates adaptation and translates alertness into action. In fact, being alert is a necessary but not a sufficient condition for entrepreneurial action to take place. The ability to take fast action, even without the benefit of plans and with the available resources, i.e. through bricolage, may be an important source of competitive advantage in high speed environments. * page 4 |
maja