8 Improvisational decision making Context, antecedents, and outcomes
Introduction
About 25 years ago, Eisenhardt (1997) called for a more robust understanding of strategic decision making (SDM) and suggested that improvisation may be a valuable factor in our assessment of how strategic decisions are made, particularly in dynamic environments characterized by decreasing forecastability, increasing risk and uncertainty, and muddiness of industry boundaries (Eisenhardt & Zbaracki, 1992). In addition, as our societies search for ways to deal with the COVID-19 global pandemic, interest in improvisation has skyrocketed (e.g., Lloyd-Smith, ...
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