Strategic improvisation as a process: a multiple case study of entrepreneurial firms in the course of maturity

Abstract

Fast-changing environments have imposed a new way of strategizing, in which improvisation takes an important role. This study examines two clusters of entrepreneurial firms, nascent and maturing, with the aim to understand how the process of strategic improvisation evolves as companies reach more maturity. The literature is rich in studies regarding improvisation but does not offer a procedural approach of how it can be applied to strategy and how it evolves with time. To build upon this, interviews have been conducted and results demonstrated differences between clusters, from the causes and conditions to the impact and implications of strategic improvisation.