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Improvisation and innovation in teams: the jazz effect

Audretsch, D. B., Belitski, M. ORCID: and Herzig, M. (2023) Improvisation and innovation in teams: the jazz effect. British Journal of Management, 34 (1). pp. 150-170. ISSN 1467-8551

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To link to this item DOI: 10.1111/1467-8551.12588


While numerous models examine the linkages between improvisation and innovation, the factors that moderate this relationship at the team level are unknown. Consequently, this study builds on principles and insights from the jazz jam session framework used by jazz musicians and regression analysis to examine the nature of the improvisation process and consider how it affects innovation. By using unbalanced panel data on 2,749 teams containing between 2 and 8 employees in the United Kingdom during 2002-2016, this study demonstrates that the success of the improvisation process relies on both internal and external factors conducive to innovation. Subsequently, conclusions drawn may help entrepreneurs and team managers think differently about the role improvisation plays in the innovation activity. As a result of which, important practical implications are drawn for team managers and entrepreneurs intending to cultivate a willingness to improvise in teams and nurture collaborative relationships with external partners for innovation.

Item Type:Article
Divisions:Henley Business School > Leadership, Organisations and Behaviour
ID Code:102364
Uncontrolled Keywords:Management of Technology and Innovation, Strategy and Management, General Business, Management and Accounting


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