Improvisational Management Models in Creative Industries

Abstract

Improvisational management is not popular among scholars who study organisations, and the topic of improvisation has not been studied extensively outside of the field of management, even though the term improvisational management was formulated and published back in the 90s of the 20th century. This article analyses the peculiarities of improvisational management and the most important models of improvisational management, looks at how improvisation in management is related to competencies of its participants, what degrees it may have on different levels, and how strategic improvisation emerges. In order to improve the understanding of improvisational management in creative industries, the article analyses existing models of improvisational management that encompass learning, real-time decision-making, improvisational communication, collective improvisation, the improvisational process and the matrix of improvisation; moreover, the article discusses the levels of improvisational management, i.e., individual, interpersonal and organisational, as well as their interaction at different degrees of improvisation. According to these models and levels, a new model of improvisational management relations is developed.