- The Oxford Handbook of Critical Improvisation Studies
- Contributors to Volume 1
- Introduction: On Critical Improvisation Studies
- Cognitive Processes in Musical Improvisation
- The Cognitive Neuroscience of Improvisation
- Improvisation, Action Understanding, and Music Cognition with and without Bodies
- The Ghost in the Music, or the Perspective of an Improvising Ant
- The Improvisative
- Jurisgenerative grammar (for alto)
- Is Improvisation Present?
- Politics as Hypergestural Improvisation in the Age of Mediocracy
- On the Edge: A Frame of Analysis for Improvisation
- The Salmon of Wisdom: On the Consciousness of Self and Other in Improvised Music and in the Language that Sets One Free
- Improvising Yoga
- Michel de Montaigne, or Philosophy as Improvisation
- The Improvisation of Poetry, 1750–1850: Oral Performance, Print Culture, and the Modern Homer
- Germaine de Staël’s <i>Corinne, or Italy</i> and the Early Usage of Improvisation in English
- Improvisation, Time, and Opportunity in the Rhetorical Tradition
- Improvisation, Democracy, and Feedback
- Improvised Dance in the Reconstruction of <i>THEM</i>
- Improvising Social Exchange: African American Social Dance
- Fixing Improvisation: Copyright and African American Vernacular Dancers in the Early Twentieth Century
- Performing Gender, Race, and Power in Improv Comedy
- Shifting Cultivation as Improvisation
- Improvisation in Management
- Free Improvisation as a Path-Dependent Process
- Musical Improvisation and the Philosophy of Music
- Improvisation and Time-Consciousness
- Improvising <i>Impromptu,</i> Or, What to Do with a Broken String
- Ensemble Improvisation, Collective Intention, and Group Attention
- Interspecies Improvisation
- Spiritual Exercises, Improvisation, and Moral Perfectionism: With Special Reference to Sonny Rollins
- Improvisation and Ecclesial Ethics
Abstract and Keywords
Improvisation is informing new models for strategy and organization design and determining how improvisation can create more productive interactions between individuals in an organization. Management research offers something to the study of improvisation in the form of evidence that groups that combine access to diverse ideas with internal cohesion are more creative and better able to develop those ideas into effective products and performances. One example of a management practice informed by improvisation is the concept of strategic intuition, which explains how the combination of lessons from history and presence of mind can produce new ideas.
Paul Ingram is the Kravis Professor of Business at the Columbia Business School, and Faculty Director of the Columbia Senior Executive Program. His Ph.D. is from Cornell University, and he was on the faculty of Carnegie Mellon University before coming to Columbia. He has served as a consulting editor for the American Journal of Sociology, a senior editor for Organization Science, an associate editor for Management Science, and on the editorial boards of Administrative Science Quarterly and Strategic Organization.
Bill Duggan, Columbia Business School
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