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"Rockin' All Over The World": organisational improvisation lessons from the music-based practitioner

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  • Stephen A. Leybourne
  • Peter Cook

Abstract

This paper explores the relationships and interactions between organisational improvisational activity and differing modes of improvisational expertise utilised by musicians from a range of musical genres. The evolving literature on organisational improvisation has been considered, together with parallel or reinforcing lessons drawn from the orchestral, jazz, and rock musical genres. It is evident that when we consider leadership and management, that more flexible and less rigid structures are being considered in a world of networked organisational structures. Successful managers and leaders draw on improvisational decisions and interventions that are grounded in experience and prior knowledge. Indeed, a degree of creative or constructive deviance is shown to be useful in achieving in the progressive modern organisation. Improvisational organisations have to be specially competent in the management of the unknown and unknowable rather than becoming blocked by such circumstances, and this paper draws out a number of lessons from a range of musical and organisational sources can assist the management practitioner.

Suggested Citation

  • Stephen A. Leybourne & Peter Cook, 2015. ""Rockin' All Over The World": organisational improvisation lessons from the music-based practitioner," International Journal of Management Concepts and Philosophy, Inderscience Enterprises Ltd, vol. 9(1), pages 1-19.
    • Handle: RePEc:ids:ijmcph:v:9:y:2015:i:1:p:1-19
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    References listed on IDEAS

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    1. Stephen A. Leybourne, 2006. "Managing improvisation within change management: Lessons from UK financial services," The Service Industries Journal, Taylor & Francis Journals, vol. 26(1), pages 73-95, January.
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    4. Bella L. Galperin, 2003. "Can Workplace Deviance Be Constructive?," Palgrave Macmillan Books, in: Abraham Sagie & Shmuel Stashevsky & Meni Koslowsky (ed.), Misbehaviour and Dysfunctional Attitudes in Organizations, chapter 9, pages 154-170, Palgrave Macmillan.
    5. Chelariu, Cristian & Johnston, Wesley J. & Young, Louise, 2002. "Learning to improvise, improvising to learn: a process of responding to complex environments," Journal of Business Research, Elsevier, vol. 55(2), pages 141-147, February.
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