Organizational learning from hidden improvisation
MetadataShow full item record
Altmetrics Handle Statistics
Altmetrics DOI Statistics
Research has identified improvisation as a creative and open activity that can be harnessed to encourage innovation and learning within the organization. In this paper, we present improvisation as a covert phenomenon, occurring in a climate of mistrust and fear of censure, and disconnected with wider organizational learning. Drawing on qualitative evidence of a Fire Service in the United Kingdom, we explore hidden improvisation, and identify the conditions and processes that can connect these local deviations to wider processes of learning. We show that while most improvisations remain hidden and contained to avoid wider scrutiny, certain conditions of frequency, connectedness and scale escalate events to become more visible to supervisors and managers. The learning outcomes from these visible improvisations will then depend on management’s interpretation, evaluation and translation of improvising behaviours. Dependent on prior relationships of trust and credibility, middle management perform a key brokering role in this process, connecting previously hidden improvisation to wider organizational systems and structures.
MacPherson , A , Breslin , D & Akinci , C 2022 , ' Organizational learning from hidden improvisation ' , Organization Studies , vol. 43 , no. 6 , pp. 861–883 . https://doi.org/10.1177/01708406211035509
Copyright © The Author(s) 2021. Open Access. This article is distributed under the terms of the Creative Commons Attribution 4.0 Lficense (https://creativecommons.org/licenses/by/4.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access pages (https://us.sagepub.com/en-us/nam/open-access-at-sage).
Items in the St Andrews Research Repository are protected by copyright, with all rights reserved, unless otherwise indicated.