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The Vancouver Academy of Management Jass Symposium : Jazz As a Metaphor for Organizing In the 21st Century

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... In 1998, the first scientific studies that raised the question of the importance of improvisation in an organisation were published. Weick (1998) points out that the dominating emphasis on order and control diminished creativity and innovation, and Hatch maintains that an organisation is inseparable from flexibility, adaptation, response to the environment, minimal hierarchy, and supports the idea to compare the organisation with a jazz group (Hatch, 1998). ...
... The dominating emphasis on order and control mutes down creativity and innovation (Hatch, 1998) Teachers are required to actively participate in concert activities because the experiences gained from them can be applied in education (Lietuvos rytas, 2018) ...
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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.
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Chapter
Organisational theorists have become increasingly interested in the creative industries, where practices that are commonplace are of particular interest to organisations in other sectors as they look for new ways to enhance performance. Focusing on the music industry, this book sets up a unique dialogue between leading organisational theorists and music professionals. Part I explores links between organisation theory and the creative industries literature, concentrating on practices of organising and knowledge mobilisation, followed by an in-depth discussion of key theoretical concepts by subject experts. Part II provides a diverse range of 'tales from the field', including examples from classical orchestras, folk, indie and punk. The concluding chapter examines the shared dialogue to reveal what practice in the musical field can learn from organisational theory, and vice versa. This innovative book will interest graduate students and researchers in the fields of organisation studies, music management and the creative industries.
Chapter
Organisational theorists have become increasingly interested in the creative industries, where practices that are commonplace are of particular interest to organisations in other sectors as they look for new ways to enhance performance. Focusing on the music industry, this book sets up a unique dialogue between leading organisational theorists and music professionals. Part I explores links between organisation theory and the creative industries literature, concentrating on practices of organising and knowledge mobilisation, followed by an in-depth discussion of key theoretical concepts by subject experts. Part II provides a diverse range of 'tales from the field', including examples from classical orchestras, folk, indie and punk. The concluding chapter examines the shared dialogue to reveal what practice in the musical field can learn from organisational theory, and vice versa. This innovative book will interest graduate students and researchers in the fields of organisation studies, music management and the creative industries.
Chapter
Organisational theorists have become increasingly interested in the creative industries, where practices that are commonplace are of particular interest to organisations in other sectors as they look for new ways to enhance performance. Focusing on the music industry, this book sets up a unique dialogue between leading organisational theorists and music professionals. Part I explores links between organisation theory and the creative industries literature, concentrating on practices of organising and knowledge mobilisation, followed by an in-depth discussion of key theoretical concepts by subject experts. Part II provides a diverse range of 'tales from the field', including examples from classical orchestras, folk, indie and punk. The concluding chapter examines the shared dialogue to reveal what practice in the musical field can learn from organisational theory, and vice versa. This innovative book will interest graduate students and researchers in the fields of organisation studies, music management and the creative industries.
Chapter
Organisational theorists have become increasingly interested in the creative industries, where practices that are commonplace are of particular interest to organisations in other sectors as they look for new ways to enhance performance. Focusing on the music industry, this book sets up a unique dialogue between leading organisational theorists and music professionals. Part I explores links between organisation theory and the creative industries literature, concentrating on practices of organising and knowledge mobilisation, followed by an in-depth discussion of key theoretical concepts by subject experts. Part II provides a diverse range of 'tales from the field', including examples from classical orchestras, folk, indie and punk. The concluding chapter examines the shared dialogue to reveal what practice in the musical field can learn from organisational theory, and vice versa. This innovative book will interest graduate students and researchers in the fields of organisation studies, music management and the creative industries.
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