ABSTRACT
This chapter focuses on to the management and organizational literature in several ways. It identifies the meaning of organizational bricolage, a concept that has been only sparsely addressed. The chapter suggests that if new competitive markets require dynamic concepts, bricolage may be one of such concepts. It presents some conditions for the occurrence of bricolage in organizations, namely, by defending the logic of simplicity; simple strategic rules, simple structures, and simple resources may provide the flexibility needed to facilitate the recourse to bricolage. The chapter argues that bricolage is not a deviation from "proper" management, but a necessary practice for organizations, especially when rapid change becomes a persistent feature of the business landscape. Bricolage is a perspective that complements the "design-precedes-execution" (DPE) mode. The chapter explores the nature of bricolage and its different types; why every manager is, by chance or by choice, a bricoleur; and why bricolage is not a defective version of effective resource management.
