Exploring organisational improvisation through the experience of small business managers

Abstract

ABSTRACT Organisational improvisation (OI), the central subject of this study, is configured as an important resource for companies when faced with unexpected and recurrent events that are typical of times of crisis. The aim of this research is to analyze the phenomenon of OI in terms of the heuristics used for this purpose, as well as the outcomes, in the context of small businesses. The grounded theory strategy was used to analyze the information obtained through narrative interviews conducted with 23 owners of small businesses. Forty-one episodes of OI were analyzed using the content analysis technique. Five categories of outcomes of OI episodes were identified. The application of seven creative tactics associated with the OI episodes in question was also evident: adaptation, copy, exaptation, frugal innovation, improvement, new combination, and nonaptation spandrels. In terms of results, emphasis is placed on the analysis of two episodes of OI associated with the category of Strategic Repositioning of the organisation, a phenomenon that was hitherto identified in the literature as rare but possible. As for the seven creative tactics that were identified, they provided evidence that the Adaptation construct used in some OI frameworks is incomplete and restrictive in terms of possible actions.