ABSTRACT
This chapter theorizes on the role of strategic improvisation (SI) and its managerial implications in loosely coupled systems (LCS). It addresses how SI practices interact in the coupling process, seeking distinction and responsiveness in the environment of indeterminacy that is inherent to LCS. Furthermore, there is a gap to be filled regarding the conceptualization of SI and how it responds to indeterminacy in LCS. To fill this gap, we shed light on “why” improvisation can be strategic in these systems, “what” it is, and “how” it can be identified. For this purpose, we differentiate SI from theoretical approaches, such as emergent strategy, change, adaptation, and flexibility, to avoid misunderstandings over aspects also evidenced in LCS. The contribution of this chapter opens up new avenues for theoretical-empirical study, mainly when considering the perspectives that are addressed, such as that: (i) SI assumes the role of scaffolding a strategy as it unfolds, supporting new forms of coupling to deal with indeterminacy; (ii) SI seeks to couple new elements as a way to complement a strategy in contexts of diversity of loose interactions; and (iii) SI emerges as a substitute for strategy by producing an original composition that adopts a new direction from different couplings, replacing the initial conception. We conclude with a new conceptual perspective of SI, seeking to advance the theorization of this phenomenon and gain a better understanding of the managerial implication in multiple connections of LCS. This approach is relatively new and has promising reflections. Finally, some recommendations for further studies are also provided.
