Strategy Conversations: a Qualitative Case Study on Organizational Improvisation in a Workplace
(2019) SKOM12 20191Department of Strategic Communication
- Abstract
- Grounded by organizational improvisation theory, and additionally informed by the concepts of agility and hypermodernity, I present an interview-based qualitative case study where communicators' and managers' perceptions towards strategy alignment, daily strategic work, communicators role in the organization and similar topics are analyzed through the prism of six components of organizational improvisation. These components were synthesized by me, using previous organizational improvisation research, strategic documents in the organization and workplace observations as a base. This study unveils several tensions that organization, that is reaching towards working in both more strategic yet more agile way at the same time might face and... (More)
- Grounded by organizational improvisation theory, and additionally informed by the concepts of agility and hypermodernity, I present an interview-based qualitative case study where communicators' and managers' perceptions towards strategy alignment, daily strategic work, communicators role in the organization and similar topics are analyzed through the prism of six components of organizational improvisation. These components were synthesized by me, using previous organizational improvisation research, strategic documents in the organization and workplace observations as a base. This study unveils several tensions that organization, that is reaching towards working in both more strategic yet more agile way at the same time might face and offers that there is a narrow line between uncertainty-driven chaotic work and organizational improvisation and at the same time a high opportunity for first turning into the second, if more resources and collective attention is being drawn improvement way. Main tensions include striving towards excellence in the presence while still developing organizational trust, seeking to empower communicators while holding back from allowing them access to full information on organizational change in advance and building a working environment where highly qualified people would work together in a non-hierarchal way and communicate internally enough to build trust and share decision making processes and leadership roles. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/8988766
- author
- Kunickaite, Justina LU
- supervisor
- organization
- course
- SKOM12 20191
- year
- 2019
- type
- H2 - Master's Degree (Two Years)
- subject
- keywords
- organizational improvisation, strategic communication, strategy alignment, agile, strategic improvisation, communicator's role
- language
- English
- id
- 8988766
- date added to LUP
- 2019-07-05 09:22:26
- date last changed
- 2019-07-05 09:22:26
@misc{8988766, abstract = {{Grounded by organizational improvisation theory, and additionally informed by the concepts of agility and hypermodernity, I present an interview-based qualitative case study where communicators' and managers' perceptions towards strategy alignment, daily strategic work, communicators role in the organization and similar topics are analyzed through the prism of six components of organizational improvisation. These components were synthesized by me, using previous organizational improvisation research, strategic documents in the organization and workplace observations as a base. This study unveils several tensions that organization, that is reaching towards working in both more strategic yet more agile way at the same time might face and offers that there is a narrow line between uncertainty-driven chaotic work and organizational improvisation and at the same time a high opportunity for first turning into the second, if more resources and collective attention is being drawn improvement way. Main tensions include striving towards excellence in the presence while still developing organizational trust, seeking to empower communicators while holding back from allowing them access to full information on organizational change in advance and building a working environment where highly qualified people would work together in a non-hierarchal way and communicate internally enough to build trust and share decision making processes and leadership roles.}}, author = {{Kunickaite, Justina}}, language = {{eng}}, note = {{Student Paper}}, title = {{Strategy Conversations: a Qualitative Case Study on Organizational Improvisation in a Workplace}}, year = {{2019}}, }