The DOI matches its Crossref record; 10 of the 10 references it cites were found in a registry or an index.
The Convergence of Planning and Execution: Improvisation in New Product Development
Abstract
The field of marketing strategy often makes the important assumption that marketing strategy should occur by first composing a plan on the basis of a careful review of environmental and firm information and then executing that plan. However, there are cases when the composition and execution of an action converge in time so that, in the limit, they occur simultaneously. The authors define such a convergence as improvisation and develop hypotheses to investigate the conditions in which improvisation is likely to occur and be effective. The authors test these hypotheses in a longitudinal study of new product development activities. Results show that organizational improvisation occurs moderately in organizations and that organizational memory level decreases and environmental turbulence level increases the incidence of improvisation. Results support traditional concerns that improvisation can reduce new product effectiveness but also indicate that environmental and organizational factors can reduce negative effects and sometimes create a positive effect for improvisation. These results suggest that, in some contexts, improvisation may be not only what organizations actually practice but also what they should practice to flourish.
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Cites
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“In general, measurement of organizational phenomena occurs within a strategic business unit (Eisenhardt and Tabrizi 1995). provisation is effective. As we have reviewed previously, one research tradition is based on the belief that a lack of advance planning reduces the chances of a firm's success (e.g., Cooper and Kl…”
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Reconceptualizing Organizational Routines as a Source of Flexibility and Change
Feldman, M. S., & Pentland, B. T. (2003) · Administrative Science Quarterly · doi:10.2307/3556620 · Cited by 4,020
Entrepreneurship and dynamic capabilities: a review, model and research agenda
Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006) · Journal of Management Studies · doi:10.1111/j.1467-6486.2006.00616.x · Cited by 3,152
“Indeed, Moorman and Miner (1998b) found that firms in turbulent environments were more apt to improvise and experiment than those in more stable environments.”
BackgroundInfluentialORGANIZATIONAL CHANGE AND DEVELOPMENT
Weick, K. E., & Quinn, R. E. (1999) · Annual Review of Psychology · doi:10.1146/annurev.psych.50.1.361 · Cited by 2,829
Innovativeness: Its antecedents and impact on business performance
Hult, G. T. M., Hurley, R. F., & Knight, G. A. (2004) · Industrial Marketing Management · doi:10.1016/j.indmarman.2003.08.015 · Cited by 2,053
Understanding the elusive black Box of dynamic capabilities
Pavlou, P. A., & El Sawy, O. A. (2011) · Decision Sciences · doi:10.1111/j.1540-5915.2010.00287.x · Cited by 1,329
Cross-Sectional versus longitudinal survey research: concepts, findings, and guidelines
Rindfleisch, A., Malter, A. J., Ganesan, S., & Moorman, C. (2008) · Journal of Marketing Research · doi:10.1509/jmkr.45.3.261 · Cited by 1,305
Self-citationOrganizational improvisation and organizational memory
Moorman, C., & Miner, A. S. (1998) · The Academy of Management Review · doi:10.2307/259058 · Cited by 1,248
Self-citationManagement paradoxes: A relational view
Clegg, S. R., da Cunha, J. V., & e Cunha, M. P. (2002) · Human Relations · doi:10.1177/0018726702555001 · Cited by 498
A performative perspective on stability and change in organizational routines
Feldman, M. S. (2003) · Industrial and Corporate Change · doi:10.1093/icc/12.4.727 · Cited by 437
Theatrical improvisation: Lessons for organizations
Vera, D., & Crossan, M. (2004) · Organization Studies · doi:10.1177/0170840604042412 · Cited by 369
Qualitative research in marketing: what can academics do better?
Crick, J. M. (2021) · Journal of Strategic Marketing · doi:10.1080/0965254x.2020.1743738 · Cited by 172
Following the MAP (Methods, Approaches, Perspectives) in Information Systems Research
Levallet, N., Denford, J. S., & Chan, Y. E. (2021) · Information Systems Research · doi:10.1287/isre.2020.0964 · Cited by 23
Metadata
- Authors
- Moorman, C., & Miner, A. S.
- Venue
- Journal of Marketing
- Publisher
- SAGE Publications
- Published
- 1998-07
- Volume
- 62
- Issue
- 3
- Pages
- 1-20
- ISSN
- 0022-2429 (ISSN-L)
- 1547-7185
- OpenAlex
- W1996647805
- Cited by
- 857
- References
- 10
- FWCI
- 41.60
- Type
- journal article
- Language
- en
- Open access
- closed
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