دانلود رایگان مقاله توسعه استراتژی محرک ابتکار در مالزی

ABSTRACT

Improvisation is vital for strategy development, but there remains a lack of understanding about this phenomenon. This emerges directly from the insufficient investigation of its drivers and context. This paper extends improvisation research to the unexplored competitive settings of an emerging middleincome economy. Drawing on survey data from Malaysian research-intensive firms, we examine managerial and organisational antecedents of improvisation under turbulence. Findings reveal that organisational risk-taking and manager expertise are common antecedents of improvisation, but additional relationships arise under high (flexibility) and low turbulence (learning, manager tenure), developing capacity to inform practice, which is critically lacking in international business and management theory.

6. Discussion

6.1. Contributions In following the extant improvisation literature, we would expect that organisations facing high competitive turbulence are more prone to organisational improvisation. Indeed, environmental turbulence has been proposed as an antecedent to improvisation (Vera & Crossan, 1999). However, it is evident that improvisation not only occurs in conditions of high turbulence, but also low turbulence, and that some antecedents – managerial expertise and organisational risk-taking – are shared. This is an intriguing finding since improvisation theory assumes that improvisation is only likely to occur under high competitive turbulence (e.g. Bingham, 2009; Cunha et al., 1999; Magni et al., 2009; Miner et al., 2000). This then should manifest in different results for high versus low turbulence. Demonstrating that this is not the case questions implicit assumptions in improvisation theory (e.g. Kyriakopoulos, 2011) and demands exploration.