The Improvisational Entrepreneur: Improvisation Training in Entrepreneurship Education

Balachandra, Lakshmi

doi:10.1111/jsbm.12486

Cited by 42 publications

(30 citation statements)

References 60 publications

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“…One stream has examined the impact of improvisation training. Its findings suggest that OI can enhance employees’ feelings of confidence and abilities to handle unique situations (Daly, Grove, Dorsch, & Fisk, 2009), the development of an entrepreneurial mindset (Balachandra, 2019), and sometimes fostering of organizational creativity (Nisula & Kianto, 2018). A pair of studies using healthcare settings highlight an important ambiguity: One study found that relying on improvisation can lead to disenchantment (Rieder, 2017), whereas the other found it can lead to resilience (Muyinda & Mugisha, 2015).…”

Section: Resultsmentioning

confidence: 99%

“…Theater is another common OI metaphor (Crossan, 1998; Gagnon, Vough, & Nickerson, 2012; Harwood & Smith, 2017; Kanter, 2002; Vera & Crossan, 2004, 2005). Those supporting the theater metaphor often take a more prescriptive view and suggest that organizational leaders and members can benefit from formal training in theatrical improvisation (Balachandra, 2019). The theater metaphor appears less frequently in research to date.…”

Section: What Is Oi?mentioning

confidence: 99%

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The Organizational Improvisation Landscape: Taking Stock and Looking Forward

Ciuchta

O’Toole

Miner

2020

Journal of Management

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Over the past 25 years, scholars have produced a wide variety of organizational improvisation (OI) scholarship from multiple fields that has improved our understanding of the OI phenomenon. However, because of its complexity and the heterogeneity of approaches used to study it, OI remains challenging to grasp. This makes it difficult for scholars to understand the contributions of this literature both in terms of extant findings as well as potential gaps and future areas of inquiry. Accordingly, we take stock of the extant literature by reviewing 186 peer-reviewed scholarly articles on OI primarily from management and related fields such as entrepreneurship and marketing as well as other disciplines such as information systems and communications. We introduce an aggregate framework that emphasizes the sequential process of OI. We also identify specific theoretical and associated empirical gaps in each of the pre-, during, and post-phases of an OI episode. We specifically address questions surrounding the origination and content of initial improvisational actions, conceptual ambiguity regarding the prevalence of OI, and the confounding of causal factors that impact the outcomes following an OI episode.

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Section: Resultsmentioning

confidence: 99%

Section: What Is Oi?mentioning

confidence: 99%

The Organizational Improvisation Landscape: Taking Stock and Looking Forward

Ciuchta

O’Toole

Miner

2020

Journal of Management

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“…Businesses have documented their successes in implementing improvisation to enhance customer service skills in their employees as well. In another venue, a recent study undertaken by a professor of MBA students, assumed that entrepreneurial self-efficacy -that is, an entrepreneur's ability to adapt to uncertain environments -could be improved with improvisation training (Balachandra, 2019). There are few proven techniques for developing entrepreneurial self-efficacy, but impression management, a collaborative focus, and being constructive during team conflict, all support this goal.…”

Section: Future Research Directionsmentioning

confidence: 99%

‘Whose Line Is It Anyway?’ Using Improvisation to Hone Library Employees’ Customer Service Skills

Decker

2020

Educ. Lib.

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Improvisation is an effective tool for developing actors’ skills. It is also a powerful tool for enhancing customer service skills in the contemporary academic, public, or special library environment. Interactions between library users and librarians / library staff can often be complicated and require excellent listening and communication skills. This article explores how improvisation training can help reinforce customer service skills while also enhancing team building, team cohesion, and interpersonal engagement skills for these library employees. Such exercises are not only enjoyable and entertaining for library employees, they also help develop essential skills which enhance their customer service interactions.

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“…These situations compelled entrepreneurs to act and perform quickly. So, in such awkward situations, only education and experience are not sufficient, but the selfefficacy and interpersonal linkages helped entrepreneurs in successful innovating (Balachandra, 2019). Allen, Link, and Rosenbaum (2007) examined the patent activities of faculty in the academic sector concerning human attributes development and entrepreneurship.…”

mentioning

confidence: 99%

Business Innovations for Unfolding Stratums of Human Development Indicators: a Worldwide Empirical Analysis

Sajjad

Orangzab

Chani

2020

MMI

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Role of entrepreneurial innovations for human development is still invisible and subject to be investigated. This study uniquely unfolds the stratums of human development indicators caused by the activities of entrepreneurship. For this very purpose, the study utilizes the panel data of human development and entrepreneurship from 129 countries ranging for the years of 2016 to 2018. The human development has been measured through the human development index (HDI), and this data has been accessed from indicators of United nations development program (UNDP). The data of global entrepreneurial innovations (GEI) has been accessed from the global entrepreneurship and development index (GEDI). Both HDI and GEI comprised of composite indexes. GEI is the composite index with three sub-indices and 14 pillars. The three sub-indices are attitudes, abilities and aspiration. Out of 14 pillars opportunity perception, startup skills, risk acceptance, networking and cultural support are associated with attitudes. Opportunity startup, technology absorption, human capital and competition are associated with abilities while production innovation, process innovation, high growth, internationalization and risk capital are associated with aspiration. Although, the data of the HDI index was initially developed since 1990. However, due to non-availability of GEI data, only three years of panel data were included in the study. HDI comprised of three basic dimensions which include the knowledge, standard of living and healthy life. Based on the literature, the study hypothesized that global entrepreneurship positively affects human development worldwide. This proposed relationship was measured through generalized methods of moments through EViews. The data trend had been measured through a scatter diagram, before measuring the specific relationship among the major variables of the study. Through this test, normality of the data ad outliers was also checked. Data dispersion and linearity was checked through the test of standard residuals. After checking the appropriateness of data, parameters of the study were estimated. Results showed a strong and positive correlation between entrepreneurship and human development. By applying generalized methods of moments, the analysis revealed that entrepreneurial innovations could explain the 68 per cent variation in human development. So, it can be safely said that entrepreneurship is an important cause to enhance the capabilities of humans and can ultimately improve HDI worldwide. It is suggested that the nations who want to improve the skills, capabilities and living standards of humans in their respective regions should devise the strategies to promote the entrepreneurial activities. Keywords entrepreneurship, entrepreneurial ventures, human development indicators, global entrepreneurship development index, human development index, human capabilities, human skills, human capital.

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The Improvisational Entrepreneur: Improvisation Training in Entrepreneurship Education

Cited by 42 publications

References 60 publications

The Organizational Improvisation Landscape: Taking Stock and Looking Forward

The Organizational Improvisation Landscape: Taking Stock and Looking Forward

‘Whose Line Is It Anyway?’ Using Improvisation to Hone Library Employees’ Customer Service Skills

Business Innovations for Unfolding Stratums of Human Development Indicators: a Worldwide Empirical Analysis

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