Improvisation in the Management of Lithuanian Art Organisations (original) (raw)

Organisational Improvisation as a Metaphor of Jazz Improvisations in Contemporary Art Organisations

Vilnius University Open Series

The article discusses the concept of organisational improvisation and reveals why it is important for contemporary organisations. Organisational improvisation is more and more acknowledged as a relevant field of management research; however, heads of most organisations still believe that detailed plans accompanied by various bureaucratic procedures are important, and that improvisation is a sign of failure, is risky and is to be avoided. The article discusses the three levels of improvisation (individual, interpersonal and organisational) pointing out its possibilities and advantages. Peculiarities of organisational improvisation are provided along with the results of a case study of public institution Jazz Academy. In this way, this article is the first study of organisational improvisation in Lithuania. The aim of the article is to reveal the peculiarities of organisational improvisation.

Improvisational Management Models in Creative Industries

Intellect XXІ

Improvisational management is not popular among scholars who study organisations, and the topic of improvisation has not been studied extensively outside of the field of management, even though the term improvisational management was formulated and published back in the 90s of the 20th century. This article analyses the peculiarities of improvisational management and the most important models of improvisational management, looks at how improvisation in management is related to competencies of its participants, what degrees it may have on different levels, and how strategic improvisation emerges. In order to improve the understanding of improvisational management in creative industries, the article analyses existing models of improvisational management that encompass learning, real-time decision-making, improvisational communication, collective improvisation, the improvisational process and the matrix of improvisation; moreover, the article discusses the levels of improvisational man...

Artistry, Management, and Creativity: Links and Common Denominators

Discourses on Culture, 2021

The article deals with crossing the borders between artistry (from an aesthetical perspective), management (as a way of efficient organising) and creativity (as a fundamental issue in today's competitive world). After adding an aesthetical lens (theory of aesthetic situation), the opposite areas of artistry, management and creativeness reveal fundamental links and common areas. Creativity, a driving force of human behaviour, should be a crucial element in artistry and management. After analysing the literature, the common denominators of arts, management and creativity are revealed: efficiency, a servant role towards goals, becoming above being, adaptation, and 24 Michał Szostak a tendency to drive towards kitsch traps. The particular role of performative arts for the transposition of improvisation and contextual inspiration into management and creativity is also analysed.

Artful making : use of principles of artistic creation in management

Teorija in praksa, 2015

The paper is about Artful making, a concept of artistic creative and innovative processes of work. Using a combination of abstraction, the descriptive causalnon-experimental method and theoretical accounts of innovation, art, management and organization, we study the epistemological basis, the differences and the relation of the arts and business. The concept of Artful making is consistent with the epistemological attempts to exceed rationalism as the dominant epistemological framework of understanding of knowledge and the process of its creation. Theoretical discussion is combined with presentation of applicable organisational and management principles such as collaboration, trust, interdependence, play, preparation and freedom that are used by artists and often neglected in modern management and organisations. Thus the paper presents a detailed research of creative artistic work and proposes its specific principles and methods to the business world.

Manager as an Artist: Creative Endeavour in Crossing the Borders of Art and Organizational Discourse

Creativity Studies, 2020

The key to the considerations contained in this work is the authors' metaphor of the organization: "organization as an artwork", which-based on the achievements of aesthetics-allows us to look at the manager as a creator (true "artist"), and on organization's stakeholders as recipients of this artwork. This new approach places management on a skeleton of Maria Gołaszewska's concept of "aesthetic situation". Thanks to this approach, the elements of aesthetic theories appearing in the management literature take the right context, and solutions borrowed from the theory of aesthetics bring a new quality to the theory of creativity in management. The inspiration to take up the topic was one of the authors own experience in both art and management. The research methodology is based on a qualitative review of the literature. The methodological approach is based on interdisci-plinary and multi-paradigm approach taking into account the publications from areas of management and organization, as well as art and psychology. After applying the theory of aesthetics to the management process, it can be said that artistry should be considered as a kind of higher level of management; highest degree in gradation: administrator, manager, management artist.

Creativity as Practice: Perspectives and Challenges for Research on Management

Revista de Administração de Empresas

Creativity is a precursor to innovation in contemporary organizations, economies and societies. However, we still lack an integrated and updated knowledge about academic production on creativity, due to the dispersion of existing approaches and the deviation with the epistemology of practice. The research goal is to map and integrate the academic production on organizational creativity, proposing their conceptual renewal from the epistemology of practice. The research method is based on survey and analysis of national and international academic productions on organizational creativity and epistemology of practice. The results consist in a set of categories of the creativity conceptions that allows an integration of research on management research and a structured proposal for renewing the conceptualization of creativity from the epistemology of practice. The results contribute to the advancement of creativity research in elaboration of an integrated set of conceptions of organizatio...

AN ANALYTICAL STUDY ON ORGANIZATIONAL CREATIVITY IMPLICATIONS FOR MANAGEMENT-Polish Journal of Management Studies

In dynamically and unpredictably changing environment becomes creativity a key factor of the success of businesses and organizations because it affects the development of innovation and ingenuity, and consequently the business success and profit. The paper analyses the creativity of employees at work. Primary data collection was conducted through questionnaire survey among employees (mostly managers) working in Prešov region. The research was conducted on a sample of 118 respondents from Prešov district in Slovakia. To evaluate the data and hypotheses was used statistical program STATISTIC using the Pearson correlation coefficient (r).

Organizational Improvisation: From the Constraint of Strict Tempo to the Power of the Avant-Garde

2014

Improvisation is too simple a name for a complex class of processes. The improvisational label, in fact, covers very different processes, from impromptu, ad-libbed responses to carefully designed organizational choreographies. We discuss different forms of organizational improvisation (ad-hoc, covert, provocative and managed), and trace their roots in the discipline of organization theory, in order to promote a granular and power-sensitive understanding of improvisation in organizations.