Search

Background and Aims: The COVID‐19 pandemic has revealed the importance of organizational resilience, the ability to effectively respond to a disruptive event before, during, and after it occurs. Team improvisation is an important component of organizational resilience as it describes characteristics of team skills and contextual qualities to create order from chaos. In Spring 2020, the Dutch national blood bank, began the convalescent plasma project (CCP). We aimed to study which elements of team improvisation in the CCP group were found and how lessons learned can contribute towards a non‐crisis situation for blood establishments. Methods: Using Vera and Crossan's framework of improvisation, semi‐structured interviews with eight members of the CCP group were conducted. This was simultaneous to performing a document analysis of 21 Intranet posts and seven internal reports. MAXDA 2020 was used to conduct deductive and inductive thematic analyses. Results: The CCP group showed strong characteristics of expertise and memory, teamwork quality, experimental culture, and real‐time information and communication that enabled them to improvise in all aspects of the donation process. Improvisation examples included comprehensive communication methods to identify and obtain new donors, asking additional intake questions and collecting additional aliquots to store while waiting for an internal antibody test to be developed, and regulatory respondents allowing a flexible change control procedure to meet the pace of the crisis. Training was evident to a lesser degree. Conclusion: While improvisation impacted set routines and procedures, the safety and quality of the product were not affected. Regarding organizational resilience, our results showed that the CCP group "coped" well using elements of team improvisation. Blood establishments may consider introducing improvisational training and innovation teams throughout the organization for future preparedness and improving organizational resilience. [ABSTRACT FROM AUTHOR]

Abstract Background and Aims The COVID‐19 pandemic has revealed the importance of organizational resilience, the ability to effectively respond to a disruptive event before, during, and after it occurs. Team improvisation is an important component of organizational resilience as it describes characteristics of team skills and contextual qualities to create order from chaos. In Spring 2020, the Dutch national blood bank, began the convalescent plasma project (CCP). We aimed to study which elements of team improvisation in the CCP group were found and how lessons learned can contribute towards a non‐crisis situation for blood establishments. Methods Using Vera and Crossan's framework of improvisation, semi‐structured interviews with eight members of the CCP group were conducted. This was simultaneous to performing a document analysis of 21 Intranet posts and seven internal reports. MAXDA 2020 was used to conduct deductive and inductive thematic analyses. Results The CCP group showed strong characteristics of expertise and memory, teamwork quality, experimental culture, and real‐time information and communication that enabled them to improvise in all aspects of the donation process. Improvisation examples included comprehensive communication methods to identify and obtain new donors, asking additional intake questions and collecting additional aliquots to store while waiting for an internal antibody test to be developed, and regulatory respondents allowing a flexible change control procedure to meet the pace of the crisis. Training was evident to a lesser degree. Conclusion While improvisation impacted set routines and procedures, the safety and quality of the product were not affected. Regarding organizational resilience, our results showed that the CCP group “coped” well using elements of team improvisation. Blood establishments may consider introducing improvisational training and innovation teams throughout the organization for future preparedness and improving organizational resilience.

When time is of the essence and teams face unexpected contextual changes, they must adapt quickly, sometimes even in real time, that is, they may have to improvise. This paper adopts an inductive approach to explore how teams decide to engage in improvised adaptation, and what happens during those processes for improvisation to be successful. The study analyzes improvisation from the perspective of paradox theory and identifies six paradoxical tensions driven by these contexts: deployment, development, temporal, procedural, structural, and behavioral tensions. We propose a dynamic equilibrium model of team improvised adaptation that leads to team plasticity. By properly managing the paradoxical tensions emerging from the convergence of design and execution, teams become more plastic and able to cope with sudden change. These findings contribute to adaptation and improvisation literatures by delving into the adaptation process under the temporal and material confluence of design and execution. [ABSTRACT FROM AUTHOR]

Suyang Ye,1 Min Chen2 1School of Business Administration, Zhejiang Gongshang University, Hangzhou, People’s Republic of China; 2School of Business, Wenzhou University, Wenzhou, People’s Republic of ChinaCorrespondence: Min Chen Email xuancm@gmail.comPurpose: The uncertainties in the market have led to an increasing number of uncertainties and unexpected situations in the work environment of organizations. Based on information processing theory, we investigate how teams can dynamically integrate the expertise of their members to better respond to an uncertain market environment. We propose an important team cognition: team expertise location awareness and point out its unique impact on knowledge integration and thus on improvisation capabilities. In addition, we argue that shared leadership facilitates the use of team recognition resources by teams.Methods: This study adopts a multi-source design approach and collects data from an information technology (IT) company that provides apps of voice socialization and game for foreign markets in southern China. Our sample comprised 86 IT teams, and hierarchical regression and bootstrapping methods are also employed to test the hypotheses.Results: This study reveals that (1) team’s expertise location awareness positively influences the team’s knowledge integration ability which in turn enhances the team’s improvisational ability; (2) team’s knowledge integration mediates the effect of team’s expertise location awareness and team’s improvisational ability; (3) shared leadership moderated this above mediation effect.Conclusion: In this paper, we introduce information processing theory into team improvisation research to understand why some teams can effectively utilize and integrate their members’ knowledge and information and further contribute to effective team improvisation. These results’ theoretical and practical implications for team expertise location awareness, team knowledge integration, shared leadership, and team improvisation are discussed.Keywords: team expertise location awareness, shared leadership, team knowledge integration, team improvisation

Organizational teams operate in increasingly volatile environments in which the speed and degree of change accelerates, demanding rapid adaptation processes namely of the improvisational type. It is therefore essential to understand how to prepare teams to operate in such contexts. This work investigates the effects of team mental model similarity, in-action reflexivity, and transitional reflexivity on team-improvised adaptation performance and on team-improvised adaptation learning. Two experiments were conducted with a total of 121 teams. We manipulated the independent variables and used an overtime design to measure team-improvised adaptation learning. Our findings suggest that teams operating in unpredictable environments that require rapid adaptation should be able to reflect collectively, both while acting and between tasks. These teams should also develop a common understanding of the main elements of the context and the task, so that they are effective in the face of unpredictability and rapid change. [ABSTRACT FROM AUTHOR]

Enterprise social software platforms (ESSPs) have emerged as an important infrastructure that enables teams to perform in the turbulent business environment. The current study adds to the scanty literature on ESSP by revealing and confirming the underlying mechanisms through which ESSP contributes to a team's ability to improvise. By surveying current ESSP users, we find that ESSP exercises its effect on team improvisation ability through team social capital as an important mediator. However, our results confirm the existence of two distinctive mediation mechanisms. First, intra-team ESSP use shapes improvisation ability through a team's internal bonding social capital partially, whereas inter-team ESSP use contributes to improvisation ability through external bonding social capital fully. Second, intra-team (not inter-team) ESSP use casts an additional impact on improvisation ability through within-team (not outside-team) bridging social capital; however, this mediation effect exists only among teams that are equipped with a high level of absorptive capacity. Therefore, the current research sheds new lights on the ESSP and contributes to the research on information technology–assisted team improvisation. Our findings also inform practitioners in leveraging ESSP for enhancement of the improvisation ability of teams in the workplace. [ABSTRACT FROM AUTHOR]