Time and Organizational Improvisation

By Mary M. Crossan, João Vieira da Cunha, Miguel Pina e Cunha, Dusya Vera. 2005

394 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4114367ce7c555cffe0201a7081aa0c85bbb46a9

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Improvisation and Innovative Performance in Teams (2005, background): “In organizational settings, training in improvisation needs to start by developing an understanding of what improvisation is and positioning it as a legitimate and even recommended choice when facing circumstances of urgency, ambiguity, and uncertainty (Crossan et al. 2005).”
It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship (2017, background): “Emerging literature on executives’ subjective views of time suggests that a leader’s interpretation of time serves as a temporal filter that molds expectations and evaluations of decision situations and forms the basis for strategic behaviors (Ancona et al., 2001; Das, 2004; Crossan et al., 2005).”
Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems ☆ (2007, neutral): “Crossan, Cunha, Vera, & Cunha(2005) reconcilelinearandcyclicalperspectivesoftimeinorganizationsthroughtheconceptofimprovisation.”
Leaders, followers, and time (2008, methodology): “Clock time contrasts with event time (Clark, 1985; Gersick, 1994; Crossan et al., 2005), which is time that is defined by events, not the meter of a calendar or a clock.”
The "Third Hand": IT-Enabled Competitive Advantage in Turbulence Through Improvisational Capabilities (2010, background): “…the literature views improvisation as a major means for accomplishing reconfiguration and change, and the goal of improvisational capabilities is to develop new operational capabilities that better respond to novel conditions (e.g., Crossan et al. 2005, Cunha et al. 1999, Weick 1996, 2001).”
The contrasting interaction effects of improvisational behavior with entrepreneurial self-efficacy on new venture performance and entrepreneur work satisfaction (2008, background): “Therefore our results uphold the notion that improvisation is not inherently good or bad for organizations ( Crossan et al., 2005; Crossan and Sorrenti, 1997; Vera and Crosson, 2005).”
From Questions to Answers: Reviewing Organizational Learning Research (2004, background): “Two other promising areas of research relate to the processes that enable rapid learning, as well as the processes that enable individuals and organizations to reconcile different time orientations (Crossan et al., 2005).”
Explaining Discontinuity in Organizational Learning: A Process Analysis (2010, background): “Further, Crossan et al. (2005) argued that effective improvisation can cope with and coordinate conflicting demands of co-existing time perspectives.”