We assert that there is a skill to improvisation, and that the quality of improvisational action varies. Furthermore, improvisation is an important facet of management, and a critical part of organizational learning and strategic renewal. This paper begins with a brief description of improvisation, followed by a discussion of the link between improvisation and organizational learning. A simple categorization is applied to the management literature on improvisation from which a framework is developed to delve more deeply into the richness of the topic. Finally, implications for researchers and managers are presented.