UCL School of Management

Research project

Creativity, Improvisation, and Organizations

Summary

Although the literatures on both organizational creativity and organizational improvisation have been expanding in recent years, the links between these literatures have not been deeply explored. This chapter explores those links to create a conceptualization of improvisational creativity in organizations. After reviewing existing theory on the creative process in organiza- tions, and existing theory on organizational improvisation, we synthesize the two, fill in some conceptual gaps, and propose a preliminary model. The chapter ends with research questions suggested by our analysis. 

Relevance

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Selected publications

Fisher, C. M., & Amabile, T. M. (2009). Creativity, improvisation, and organizations. Rotman Magazine (Winter), 40-45.
Balachandra, L., Barrett, F., Bellman, H., Fisher, C. M., & Susskind, L. (2005). Improvisation and mediation: Balancing acts. Negotiation Journal, 4, 425-434.
Long Lingo, E., Fisher, C. M., & McGinn, K. (2014). Negotiation processes as sources of (and solutions to) interorganizational conflict. In O. B. Oyoko, N. M. Ashansky, K. A. Jehn (Eds.), Handbook of Conflict Management Research (pp. 455-481). Cheltenham, U.K.: Edward Elgar Publishing.
Fisher, C. M., & Amabile, T. M. (n.d.). Creativity, improvisation, and organizations. The Routledge Companion to Creativity (pp. 13-24). New York: Routledge.
Last updated Monday, 8 February 2016

Author

Research groups

Organisations & Innovation

Research areas

Organization theory; Social psychology of organizations

Research topics

Adaptability; Collaboration; Creativity; Group creativity; Group processes; Temporal perspectives