Organization Improvisational Capability

Abstract

This study develops and validates an instrument for assessing organization improvisational capability (OIC) for potential use in future empirical studies. A definition of OIC and its dimensions are proposed based on an intensive literature review. An initial three-dimension, nine-item OIC scale derived from the literature is validated iteratively and then refined through a rigorous process into a two-factor, eight-item scale. The final scale demonstrates adequate psychometric properties, including reliability and convergent and discriminant validity. As such, this study contributes to a deeper theoretical understanding of the OIC construct and the appropriate application of such scales in future empirical studies. Future research on organization performance, agility, and strategy could utilize the proposed scale to study how OIC creates business value.

Organizational improvisation capability of schools: A study of scale adaptation and level determination

“…Organizational improvisation is a multi-dimensional construct and can emerge at varying degrees. According to Kung and Kung (2019), organizational improvisation consists of three dimensions: "speedy response, reconfigurability, and novel solutions". Speedy response refers to short time interval between planning and execution.…”

“…This study adapted "Organization Improvisational Capability Scale" which was developed by Kung and Kung (2019) into Turkish culture. First of all, the consent of the researchers was obtained through email to adapt the scale into Turkish.…”

“…Uncertainty and change are the two critical characteristics of today's organizations. Global issues, advances in technology, constantly changing customer preferences, and increased competition further destabilize the environment in which organizations struggle to survive (Kung & Kung, 2019). No matter how careful they are, organizations cannot anticipate every mistake or scenario that might turn into a crisis and take measures to prevent them from happening in the first place (March, 1976; as cited in Rerup, 2001).…”

“…Günümüz örgütlerinin en önemli iki özelliğinin belirsizlik ve değişim olduğu ifade edilebilir. Küresel ölçekte yaşanan karışıklıklar, teknolojinin hızla gelişmesi, paydaş taleplerinin sürekli değişmesi ve iyiden iyiye kendini hissettiren rekabet örgütlerin hayatta kalma mücadelesi verdikleri ortamı daha da istikrarsızlaştırmaktadır (Kung & Kung, 2019). Böylesi bir ortamda ne derece dikkatli olursa olsunlar, örgütlerin bütün beklenmedik olayları veya olası hataları sezinlemeleri, öngörmeleri veya bunlara yönelik hazırlık yapmaları imkânsızdır (March, 1976;cite as: Rerup, 2001).…”