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All that jazz: três aplicações do conceito de improvisação organizacional

Resumos

A improvisação constitui um tema emergente na área de organizações e de gestão. Este tópico surgiu associado à metáfora do jazz mas, pelo alargamento da base de trabalho teórica e empírica, foi adquirindo proeminência na literatura e um progressivo valor instrumental. Este artigo discute as implicações do estudo do jazz para a gestão, explorando, por um lado, as ligações entre esse estilo musical e o mundo das organizações e, por outro, as implicações do conceito de improvisação para três áreas da atividade organizacional: uma área interna (estrutura), uma externa (turbulência ambiental) e uma de articulação entre o interior e o exterior (gestão da mudança).

Jazz; improvisação; estrutura; estruturas mínimas; turbulência


The theme of improvisation constitutes an emerging topic in the field of management and organizations. The concept entered organization studies in association with the jazz metaphor but, due to the growing number of empirical studies, it is acquiring an increasing level of prominence and instrumental value. This article discusses the relationship between jazz music and management studies. It starts with an exploration of the relationship between jazz and organizing and then focuses on the central element of jazz, i.e. improvisation. The implications of the concept of improvisation are then discussed, with the emphasis given to internal (structure), external (turbulence), and interface (organizational change) issues.

Jazz; improvisation; structures; minimal structures; turbulence


FÓRUM

All that jazz: três aplicações do conceito de improvisação organizacional

Miguel Pina e Cunha

Professor do Departamento de Gestão da Faculdade de Economia da Universidade Nova de Lisboa. E-mail: mpc@fe.unl.pt

RESUMO

A improvisação constitui um tema emergente na área de organizações e de gestão. Este tópico surgiu associado à metáfora do jazz mas, pelo alargamento da base de trabalho teórica e empírica, foi adquirindo proeminência na literatura e um progressivo valor instrumental. Este artigo discute as implicações do estudo do jazz para a gestão, explorando, por um lado, as ligações entre esse estilo musical e o mundo das organizações e, por outro, as implicações do conceito de improvisação para três áreas da atividade organizacional: uma área interna (estrutura), uma externa (turbulência ambiental) e uma de articulação entre o interior e o exterior (gestão da mudança).

Palavras-chave:Jazz, improvisação, estrutura, estruturas mínimas, turbulência.

ABSTRACT

The theme of improvisation constitutes an emerging topic in the field of management and organizations. The concept entered organization studies in association with the jazz metaphor but, due to the growing number of empirical studies, it is acquiring an increasing level of prominence and instrumental value. This article discusses the relationship between jazz music and management studies. It starts with an exploration of the relationship between jazz and organizing and then focuses on the central element of jazz, i.e. improvisation. The implications of the concept of improvisation are then discussed, with the emphasis given to internal (structure), external (turbulence), and interface (organizational change) issues.

Key words: Jazz, improvisation, structures, minimal structures, turbulence.

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REFERÊNCIAS BIBLIOGRÁFICAS

ADLER, P.S., BORYS, B. Two types of bureaucracy: enabling and coercive. Administrative Science Quarterly, v. 41, p. 61-89, 1996.

BAKER, T., MINER, A. S., EESLEY, D. T. Improvising firms: bricolage, account giving and improvisational competencies in the founding process. Research Policy, no prelo.

BARRET, F. J. Coda: creativity and improvisation in organizations - implications for organizational learning. Organization Science, v. 9, p. 605-622, 1998.

BASTIEN, D. T., HOSTAGER, T. J. Jazz as a process of organizational innovation. Communication Research, v. 15, p, 582-602, 1988.

BONABEAU, E., MEYER, C. Swarm intelligence: a whole new way to think about business. Harvard Business Review, p. 107-114, May, 2001.

BROWN, S. L., EISENHARDT, K. M. The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, v. 42, p. 1-34, 1997.

BURNS, T., STALKER, G. M. The management of innovation. London : Tavistock, 1961.

CLEGG, S. R., CUNHA, J. V., CUNHA, M. P. Management paradoxes: a relational view. Human Relations, v. 55, 2002.

CROSSAN, M. M., SORRENTI, M. Making sense of improvisation. Advances in Strategic Management, v. 14, p. 155-180, 1997.

CUNHA, M. P. “The best place to be”: managing control and employee loyalty in a knowledge-intensive company. Journal of Applied Behavioral Science, no prelo.

CUNHA, M. P., CUNHA, J. V., KAMOCHE, K. Organizational improvisation: what, when, how and why. International Journal of Management Reviews, v. 1, p. 299-341, 1999.

CUNHA, M. P., CUNHA, J. V., KAMOCHE, K. The age of emergence: toward a new managerial mindset. SAM-Advanced Management Journal, v. 66, n. 3, p. 25-29, 2001a.

CUNHA, M. P., FONSECA, J. M., GONÇALVES, F. (Eds.) Empresas, caos e complexidade: gerindo à beira de um ataque de nervos. Lisboa: RH Editora, 2001b.

CUNHA, M. P., REGO, A. As duas faces da mudança organizacional: planeada e emergente. Faculdade de Economia, Universidade Nova de Lisboa, 2002. Working paper.

EISENHARDT, K. M., SULL, D. N. Strategy as simple rules. Harvard Business Review, v. 79, n. 1, p. 107-116, 2001.

EISENHARDT, K. M., TABRIZI, B. N. Accelerating adaptive processes: product innovation in the global computer industry. Administrative Science Quarterly, v. 40, p. 84110, 1995.

FAIA-CORREIA, M., CUNHA, M. P. Can less be more? Minimal structuring, identity, and learning around IT. Comunicação apresentada na Third European Conference on Organizational Knowledge, Learning and Capabilities, Atenas, Grécia, 5-6 Abril, 2002.

HATCH, M. J. Exploring the empty spaces of organizing: how improvisational jazz helps redescribe organizational structure. Organization Studies, v. 20, p. 75-100, 1999.

HEDBERG, B. L. T., NYSTROM, P. C., STARBUCK, W. H. Camping on seesaws: prescriptions for self-designing organizations. Administrative Science Quarterly, v. 21, p. 41-65, 1976.

KAMOCHE, K., CUNHA, M. P. Minimal structures: from jazz improvisation to product innovation. Organization Studies, v. 22, 2001.

KAMOCHE, K., CUNHA, M. P., CUNHA, J. V. Towards a theory of organizational improvisation: looking beyond the jazz metaphor. Paper submetido a publicação, 2002a.

KAMOCHE, K., CUNHA, M. P., CUNHA, J. V. (Eds.) Organizational improvisation. London : Routledge, 2002b.

MARCH, J. G. Exploration and exploitation in organizational life. Organization Science, v. 2, p. 7187, 1991.

MINER, A. S., BASSOFF, P., MOORMAN, C. Organizational improvisation and learning: a field study. Administrative Science Quarterly, v. 46, p. 304-337, 2001.

MOORMAN, C., MINER, A. The convergence between planning and execution: improvisation in new product development. Journal of Marketing, v. 62, p. 1-20, 1998.

MORGAN, G., ZOHAR, A. Atingindo a mudança quântica: incrementalmente!! A arte do uso de alavancas poderosas de mudança. In: CUNHA, M. P., FONSECA, J. M., GONÇALVES, F. (Eds.) Empresas, caos e complexidade: gerindo à beira de um ataque de nervos. Lisboa: RH Editora, 2001, p. 183-203.

ORLIKOWSKI, W. J. Improvising organizational transformation over time: a situated change perspective. Information Systems Research, v. 7, p. 63-92, 1996.

WEICK, K. E. Agenda setting in organizational behavior. Journal of Management Inquiry, v. 1, p. 304-321, 1992.

WEICK, K. E. The collapse of sensemaking in organizations: the Mann Gulch disaster. Administrative Science Quarterly, v. 38, p. 628-652, 1993.

WEICK, K. E. The aesthetic of imperfection in orchestras and organizations. Comportamento Organizacional e Gestão, v. 5, p. 5-22, 1999.

WEICK, K. E. Emergent change as a universal in organizations. In: BEER, M., NOHRIA, N. (Eds.) Breaking the code of change. Boston: Harvard Business School Press, 2000, p. 223-241.

  • ADLER, P.S., BORYS, B. Two types of bureaucracy: enabling and coercive. Administrative Science Quarterly, v. 41, p. 61-89, 1996.
  • BAKER, T., MINER, A. S., EESLEY, D. T. Improvising firms: bricolage, account giving and improvisational competencies in the founding process. Research Policy, no prelo.
  • BARRET, F. J. Coda: creativity and improvisation in organizations - implications for organizational learning. Organization Science, v. 9, p. 605-622, 1998.
  • BASTIEN, D. T., HOSTAGER, T. J. Jazz as a process of organizational innovation. Communication Research, v. 15, p, 582-602, 1988.
  • BONABEAU, E., MEYER, C. Swarm intelligence: a whole new way to think about business. Harvard Business Review, p. 107-114, May, 2001.
  • BROWN, S. L., EISENHARDT, K. M. The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, v. 42, p. 1-34, 1997.
  • BURNS, T., STALKER, G. M. The management of innovation. London : Tavistock, 1961.
  • CLEGG, S. R., CUNHA, J. V., CUNHA, M. P. Management paradoxes: a relational view. Human Relations, v. 55, 2002.
  • CROSSAN, M. M., SORRENTI, M. Making sense of improvisation. Advances in Strategic Management, v. 14, p. 155-180, 1997.
  • CUNHA, M. P., CUNHA, J. V., KAMOCHE, K. Organizational improvisation: what, when, how and why. International Journal of Management Reviews, v. 1, p. 299-341, 1999.
  • CUNHA, M. P., CUNHA, J. V., KAMOCHE, K. The age of emergence: toward a new managerial mindset. SAM-Advanced Management Journal, v. 66, n. 3, p. 25-29, 2001a.
  • CUNHA, M. P., FONSECA, J. M., GONÇALVES, F. (Eds.) Empresas, caos e complexidade: gerindo à beira de um ataque de nervos. Lisboa: RH Editora, 2001b.
  • CUNHA, M. P., REGO, A. As duas faces da mudança organizacional: planeada e emergente. Faculdade de Economia, Universidade Nova de Lisboa, 2002. Working paper.
  • EISENHARDT, K. M., SULL, D. N. Strategy as simple rules. Harvard Business Review, v. 79, n. 1, p. 107-116, 2001.
  • EISENHARDT, K. M., TABRIZI, B. N. Accelerating adaptive processes: product innovation in the global computer industry. Administrative Science Quarterly, v. 40, p. 84110, 1995.
  • FAIA-CORREIA, M., CUNHA, M. P. Can less be more? Minimal structuring, identity, and learning around IT. Comunicação apresentada na Third European Conference on Organizational Knowledge, Learning and Capabilities, Atenas, Grécia, 5-6 Abril, 2002.
  • HATCH, M. J. Exploring the empty spaces of organizing: how improvisational jazz helps redescribe organizational structure. Organization Studies, v. 20, p. 75-100, 1999.
  • HEDBERG, B. L. T., NYSTROM, P. C., STARBUCK, W. H. Camping on seesaws: prescriptions for self-designing organizations. Administrative Science Quarterly, v. 21, p. 41-65, 1976.
  • KAMOCHE, K., CUNHA, M. P. Minimal structures: from jazz improvisation to product innovation. Organization Studies, v. 22, 2001.
  • KAMOCHE, K., CUNHA, M. P., CUNHA, J. V. Towards a theory of organizational improvisation: looking beyond the jazz metaphor. Paper submetido a publicação, 2002a.
  • KAMOCHE, K., CUNHA, M. P., CUNHA, J. V. (Eds.) Organizational improvisation. London : Routledge, 2002b.
  • MARCH, J. G. Exploration and exploitation in organizational life. Organization Science, v. 2, p. 7187, 1991.
  • MINER, A. S., BASSOFF, P., MOORMAN, C. Organizational improvisation and learning: a field study. Administrative Science Quarterly, v. 46, p. 304-337, 2001.
  • MOORMAN, C., MINER, A. The convergence between planning and execution: improvisation in new product development. Journal of Marketing, v. 62, p. 1-20, 1998.
  • MORGAN, G., ZOHAR, A. Atingindo a mudança quântica: incrementalmente!! A arte do uso de alavancas poderosas de mudança. In: CUNHA, M. P., FONSECA, J. M., GONÇALVES, F. (Eds.) Empresas, caos e complexidade: gerindo à beira de um ataque de nervos. Lisboa: RH Editora, 2001, p. 183-203.
  • ORLIKOWSKI, W. J. Improvising organizational transformation over time: a situated change perspective. Information Systems Research, v. 7, p. 63-92, 1996.
  • WEICK, K. E. Agenda setting in organizational behavior. Journal of Management Inquiry, v. 1, p. 304-321, 1992.
  • WEICK, K. E. The collapse of sensemaking in organizations: the Mann Gulch disaster. Administrative Science Quarterly, v. 38, p. 628-652, 1993.
  • WEICK, K. E. The aesthetic of imperfection in orchestras and organizations. Comportamento Organizacional e Gestão, v. 5, p. 5-22, 1999.
  • WEICK, K. E. Emergent change as a universal in organizations. In: BEER, M., NOHRIA, N. (Eds.) Breaking the code of change. Boston: Harvard Business School Press, 2000, p. 223-241.

Datas de Publicação

  • Publicação nesta coleção
    15 Fev 2011
  • Data do Fascículo
    Set 2002
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