Chapter 4: Collective improvisation enablers: teams and organizations
Restricted access

Improvisational action is frequently enacted in groups, which highlights the importance of collective influencing factors. Like individual enablers, collective enablers can also exert their influence on the occurrence of improvisation, the quality of its results, or both. This chapter looks at collective enablers, both at the group and organizational level. It discusses aspects related to group and organizational culture, group dynamics, organizational structure and design, and leadership. Like individuals, some teams are better at improvisation than others, such as those that are better trained to do so; also, some organizations are better equipped to improvise than others, such as those with experimentation friendly cultures. The chapter focuses on the collective characteristics favoring the occurrence of organizational improvisation at various levels, as well as those that promote its successful implementation.

You are not authenticated to view the full text of this chapter or article.

Access options

Get access to the full article by using one of the access options below.

Other access options

Redeem Token

Institutional Login

Log in with Open Athens, Shibboleth, or your institutional credentials

Login via Institutional Access

Personal login

Log in with your Elgar Online account

Login with your Elgar account