Miguel Pina e Cunha

Organizational Improvisation: What, When, How and Why

In this article, the authors review the growing body of literature on organizational improvisation in order to present an encompassing and systematic perspective on this concept. An integrative definition of its construct is presented together with a new way of measuring this phenomenon in organizational settings. The article further explores this construct by presenting its triggers, necessary conditions, influencing factors and major outcomes. The issues of improvisation’s growing legitimization in the organizational arena for practitioners and researchers alike are addressed in order to argue for the need for and interest in a fuller development research on this concept.

Workplace spirituality and organizational commitment: an empirical study

Purpose – The paper aims to study the impact of five dimensions of workplace spirituality (teams sense of community, alignment with organizational values, sense of contribution to society, enjoyment at work, opportunities for inner life) on affective, normative and continuance commitment.Design/methodology/approach – A sample of 361 individuals from 154 organizations were interviewed. Correlations, regressions and cluster analyses were carried out.Findings – The five spirituality dimensions explain 48, 16 and 7 per cent of the unique variance of, respectively, the affective, normative and continuance forms of commitment. The findings suggest that when people experience workplace spirituality, they feel more affectively attached to their organizations, experience a sense of obligation/loyalty towards them, and feel less instrumentally committed.Research limitations/implications – Dependent and independent variables were collected from the same source, simultaneously. This can produce the risk of common me...

Management Paradoxes: A Relational View

Paradox is gaining more and more pervasiveness in and around organizations, thus increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. We attempt to contribute to this project by suggesting a relational approach to paradoxes. To this aim, we first present the state of the art of research on management paradoxes and then explain four regularities surfaced in the literature on this topic. We conclude by arguing that taking these regularities as a whole allows us to suggest a new perspective on paradoxes - one with a positive regard for the co-presence of opposites but that takes seriously the potential relationship between these.

Wild cards, weak signals and organisational improvisation

This paper addresses the need for reliable action guidelines that can be used by organisations in turbulent environments. Building on current conceptual and empirical research, we suggest an analytical approach for the management of surprising and potentially damaging events. In order to do so we use the wild card management system. Wild cards refer to sudden and unique incidents that can constitute turning points in the evolution of a certain trend or system. As the first of the two components of such a wild card system we advocate a weak signal methodology to take into account those wild cards that can be anticipated by scanning the decision environment. The second component, the nurture of improvisation capabilities, is designed to deal with ongoing crisis. This paper can be seen as part of a broader agenda on how to manage in conditions of continuous but unpredictable change.

Is more always better? An exploration of the differential effects of functional integration on performance in new product development

The objective of this paper is to explore the relationship between performance in new product development (hereinafter NPD) and functional integration under different conditions of project uncertainty. Functional integration is conceived as a two-dimensional concept, encompassing a behavioural — collaboration — and a structural — interaction — dimension. This study is based on 92 questionnaires looking at NPD activities in more than 40 British and Dutch companies from various industrial sectors. The results suggest that the nature of the relationship between integration and performance is contingent upon the project stage and the degree of novelty in the new product. Integration in the initial stages of the project assumes a prominent role in the quality of the end product, whereas in later stages it is more associated with time to market than with costs and end product quality. Results further show that the dimension collaboration of integration may be more relevant under circumstances of high new product innovativeness than when minor variations are introduced in a new product. The paper ends with a discussion of the use of universal approaches to NPD management.

Surprises in Management and Organization: Concept, Sources and a Typology

We discuss why surprises, defined as events that happen unexpectedly or expected events that take unexpected shapes, are important to organizations and should be considered in the organization and management literature as an umbrella concept, encompassing a variety of related phenomena. The concept of organizational surprises is unpacked and a typology is built around the (un)expectedness of the issue and the (un)expectedness of the process. This typology uncovers the several types of surprising events that organizations may face, and contributes to the literature by identifying how different types of surprises require distinct managerial approaches.

Towards a complexity theory of strategy

Purpose – The purpose of this paper is to contribute to the creation of a complexity theory of strategy by integrating a number of ideas that have previously been explored independently in the strategy literature, namely improvisation, minimal structures, simple rules, dynamic capabilities, bricolage, and organizational resilience.Design/methodology/approach – Organizations are taken as complex adaptive systems that align with their environments through interaction and response rather than analysis and planning. The paper discusses how Schumpeterian environments influence organizations in the direction of simpler, minimally‐structured designs and considers why Schumpeterian environments create the need for strategic improvisation and minimally‐structured designs.Research limitations/implications – The paper articulates recent concepts in the management literature. The integration of these new concepts may be relevant to explore the way they relate with each other in the emerging organizational configurati...

Weblog-Technology as a Trigger to Elicit Passion for Knowledge

The practice of Weblogging as a new social and technological phenomenon in society and business is gaining a growing number of supporters. In short, a Weblog is a website where individual thoughts are publicly displayed in the form of a diary. In this paper, we seek to illustrate the impact of Weblog technology on peoples passion for knowledge. We start from the assumption that successful knowledge management requires the engagement of people in knowledge-related practices. We introduce a famous agglomeration of Weblogs that deal with the development of a commercial software. Based on an exploratory study, we suggest that the specific features and character of this novel technology have an impact upon the passion for voluntary knowledge work, which is triggered by experiences of flow states, as well as extrinsic stimuli.

Order and Disorder in Product Innovation Models

This article argues that the conceptual development of product innovation models goes hand in hand with paradigmatic changes in the field of organization science. Remarkable similarities in the change of organizational perspectives and product innovation models are noticeable. To illustrate how changes in the organizational paradigm are being translated into changes in new product development (NPD) practices, five NPD models are presented: the sequential, compression, flexible, integrative and improvisational models. The evolution of product innovation management shows a move from planned and mechanistic, towards emergent and organic models. Such a process of re-orientation poses several challenges that are presented in the form of six propositions: from universal to contingent models, from invariant to flexible practices, from avoiding risks to taking advantage of opportunities, from planning to learning, from exclusive teams to inclusive networks, from structure to structured chaos.

“The Best Place to Be” Managing Control and Employee Loyalty in a Knowledge-Intensive Company

Using a case study of an integrated information technology services firm, the author examines how the interplay between culture, structure, and leadership is managed in order to build control and employee loyalty. The author focuses on the salient features of the case, namely that a high-profile culture combines with a low-profile leadership and with minimal structuring to create a vibrant and loyalty-generating organizational environment. The author proposes that these processes are effective because they reinforce one another. It is their articulation, not their existence, that acts both as an unobtrusive control mechanism and as an employee loyalty-generating process, fulfilling the needs of both the organization and its professionals.