Un aporte a la comprensión de las estrategias emergentes en las organizaciones a través del concepto de improvisación y la metáfora musical
Resumen
Este trabajo se inscribe en uno de los grandes campos de los estudios organizacionales: la estrategia. La perspectiva clásica en este campo promovió la idea de que proyectarse hacia el futuro implica diseñar un plan (una serie de acciones deliberadas). Avances posteriores mostraron que la estrategia podía ser comprendida de otras formas. Sin embargo, la evolución del campo privilegió en alguna medida la mirada clásica, estableciendo por ejemplo, múltiples modelos para ‘formular’ una estrategia, pero dejando en segundo lugar la manera en la que esta puede ‘emerger’. El propósito de esta investigación es, entonces, aportar al actual nivel de comprensión respecto a las estrategias emergentes en las organizaciones. Para hacerlo, se consideró un concepto opuesto —aunque complementario— al de ‘planeación’ y, de hecho, muy cercano en su naturaleza a ese tipo de estrategias: la improvisación. Dado que este se ha nutrido de valiosos aportes del mundo de la música, se acudió al saber propio de este dominio, recurriendo al uso de ‘la metáfora’ como recurso teórico para entenderlo y alcanzar el objetivo propuesto. Los resultados muestran que: i) las estrategias deliberadas y las emergentes coexisten y se complementan, ii) la improvisación está siempre presente en el contexto organizacional, iii) existe una mayor intensidad de la improvisación en el ‘cómo’ de la estrategia que en el ‘qué’ y, en oposición a la idea convencional al respecto, iv) se requiere cierta preparación para poder improvisar de manera adecuadaDescargas
Referencias bibliográficas
Abbott, A. D. (2004). Methods of discovery: Heuristics for the social sciences. Nueva York: W.W. Norton & Co.
Ackoff, R. L. (1970). A concept of corporate planning. Nueva York: Wiley-Interscience.
Ajit, K. (2008). Synchronization: Moving beyond re-engineering. The Journal of Business Strategy, 29(3), 51-54. https://doi.org/10.1108/02756660810873236
Aktouf, O. (2001). La administración entre tradición y renovación (3a ed.). Cali: Artes Gráficas del Valle.
Alvesson, M. (1996). Leadership studies: From procedure and abstraction to reflexivity and situation. The Leadership Quarterly, 7(4), 455-485. https://doi.org/10.1016/S1048-9843(96)90002-8
Alvesson, M. (2011). Interpreting interviews. Londres: SAGE. https://doi.org/10.4135/9781446268353
Alvesson, M., & Ashcraft, K. L. (2012). Interviews. En G. Symon & C. Cassell (Eds.), Qualitative organizational research: Core methods and current challenges (pp. 239-257). Los Ángeles - Londres: SAGE.
Alvesson, M., & Sköldberg, K. (2009). Reflexive methodology: New vistas for qualitative research (2nd ed.). Londres: SAGE.
Alvesson, M., & Spicer, A. (2011). Metaphors we lead by: Understanding leadership in the real world. Londres: Routledge.
Andersen, T. J., & Nielsen, B. B. (2009). Adaptive strategy making: The effects of emergent and intended strategy modes. European Management Review, 6(2), 94-106. https://doi.org/10.1057/emr.2009.7
Andrews, K. R. (1971/1980). The concept of corporate strategy (Rev. ed.). Homewood: R. D. Irwin.
Ansoff, H. I. (1965). Corporate strategy. An analytic approach to business policy for growth and expansion. Nueva York: McGraw-Hill.
Ansoff, H. I. (1991). Critique of Henry Mintzberg's 'The design school: Reconsidering the basic premises of strategic management'. Strategic Management Journal, 12(6), 449-461. https://doi.org/10.1002/smj.4250120605
Ansoff, H. I., & Hayes, R. L. (1976). Introduction. En H. I. Ansoff, R. P. Declerck & R. L. Hayes (Eds.), From strategic planning to strategic management (pp. 1-12). Londres - Nuva York: Wiley.
Ansoff, H. I., & McDonnell, E. J. (1990). Implanting strategic management (2nd ed.). Nueva York: Prentice Hall.
Ansoff, H. I., Declerck, R. P., & Hayes, R. L. (1976). From strategic planning to strategic management. En H. I. Ansoff, R. P. Declerck & R. L. Hayes (Eds.), From strategic planning to strategic management (pp. 39-78). Londres - Nueva York: Wiley.
Arshad, D. (2011). Understanding organisational improvisation: Foundations and performance implications. Doctor of Philosophy, Loughborough University, Loughborough.
Barnett, S. (1996). Style and strategy: New metaphors, new insights. European Management Journal, 14(4), 347-355. https://doi.org/10.1016/0263-2373(96)00021-7
Barney, J. B. (1997). Gaining and sustaining competitive advantage. Reading: Addison-Wesley Pub. Co.
Barrett, F. J. (1998). Coda—Creativity and improvisation in jazz and organizations: Implications for organizational learning. Organization Science, 9(5), 605-622. https://doi.org/10.1287/orsc.9.5.605
Bastien, D. T., & Hostager, T. J. (1988). Jazz as a process of organizational innovation. Communication Research, 15(5), 582-602. https://doi.org/10.1177/009365088015005005
Bastien, D., & Hostager, T. (1988). Jazz as a process of organizational innovation. Comunication research, 15, 582-602. https://doi.org/10.1177/009365088015005005
Beatty, J. E. (2004). Grades as money and the role of the market metaphor in management education. Academy of Management Learning & Education, 3(2), 187-196. https://doi.org/10.5465/AMLE.2004.13500516
Berendt, J. E. (1994). El jazz: de nueva orleans a los a-os ochenta. Bogotá: Fondo de Cultura Económica.
Berkowitz, A. (2010). The improvising mind: Cognition and creativity in the musical moment. Nueva York: Oxford University Press. https://doi.org/10.1093/acprof:oso/9780199590957.001.0001
Bessudo, J.-C. (2007). Improvisación estratégica (2a ed.). Bogotá: Editorial Planeta.
Bowman, E. H., Singh, H., & Thomas, H. (2002). The domain of strategic management: History and evolution. En A. M. Pettigrew, H. Thomas & R. Whittington (Eds.), Handbook of strategy and management (pp. 31-51). Londres: SAGE.
Bozkurt, Ö. Ç., & Kalkan, A. (2013). Strategic focus in turkish smes: Emergent or deliberate strategies? Procedia - Social and Behavioral Sciences, 99, 929-937. https://doi.org/10.1016/j.sbspro.2013.10.566
Burrell, G. (1996). Normal science, paradigms, metaphors, discourses and genealogies of analysis. En S. Clegg, C. Hardy & W. R. Nord (Eds.), Handbook of organization studies (pp. 642-658). Londres - Thousand Oaks: SAGE.
Burrell, G., & Morgan, G. (1979). Sociological paradigms and organisational analysis: Elements of the sociology of corporate life. Londres: Heinemann Educational.
Chaffee, E. E. (1985). Three models of strategy. Academy of Management Review, 10(1), 89-98.
Chandler, A. D. (1962/1990). Strategy and structure: Chapters in the history of the industrial enterprise. Cambridge: M.I.T. Press.
Chia, R. C. H., & Holt, R. (2009). Strategy without design: The silent efficacy of indirect action. Cambridge, - Nueva York: Cambridge University Press. https://doi.org/10.1017/CBO9780511642234
Cingano, F., & Pinotti, P. (2016). Trust, firm organization, and the pattern of comparative advantage. Journal of International Economics, 100, 1-13. https://doi.org/10.1016/j.jinteco.2016.01.006
Collier, J. L. (1993). Jazz: The American theme song. Nueva York: Oxford University Press.
Cornelissen, J. P. (2005). Beyond compare: Metaphor in organization theory. The Academy of Management Review, 30(4), 751-764. https://doi.org/10.5465/AMR.2005.18378876
Cornelissen, J. P., Oswick, C., Christensen, L. T., & Phillips, N. (2008). Metaphor in organizational research: Context, modalities and implications for research --- Introduction. Organization Studies, 29(1), 7-22. https://doi.org/10.1177/0170840607086634
Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches (4th ed.). Thousand Oaks: SAGE.
Cunha, M. P. E., & Cunha, J. V. D. (2006). Towards the improvising organisation. Business Leadership Review, III(IV), 1-6.
Cunha, M. P. e., Clegg, S. R., & Kamoche, K. (2012). Improvisation as "real time foresight". Futures, 44(3), 265-272. https://doi.org/10.1016/j.futures.2011.10.009
Czarniawska, B. (2004). Metaphors as enemies of organizing, or the advantages of a flat discourse. International Journal of the Sociology of Language, 166(1), 45-65. https://doi.org/10.1515/ijsl.2004.014
Czarniawska, B. (2011). What comes first, the egg or the chicken? Or: Where do the metaphors we use in our research come from? En A. Carlsen & J. E. Dutton (Eds.), Research alive: Exploring generative moments in doing qualitative research (pp. 50-57). Malmö: Liber - Copenhagen Business School Press.
Davidson, C. (2009). Transcription: Imperatives for qualitative research. International Journal of Qualitative Methods, 8(2), 35-52. https://doi.org/10.1177/160940690900800206
De Contreras, A. (2005). La improvisación en el jazz: una introducción al lenguaje del jazz tanto desde sus convenciones externas como internas. — Primera parte. Musicalia, 3, 1-1.
De Geus, A. (1997). The living company: Growth learning and longevity in business. Boston: Harvard Business School Press.
Denzin, N. K., & Lincoln, Y. S. (Eds.). (2011). The SAGE handbook of qualitative research (4th ed.). Thousand Oaks: SAGE.
Dess, G. G., & Lumpkin, G. T. (2005). Emerging issues in strategy process research. En M. A. Hitt, R. E. Freeman & J. S. Harrison (Eds.), The Blackwell handbook of strategic management (pp. 3-34). Oxford - Malden,: Blackwell.
Duxbury, T. (2014). Improvising entrepreneurship. Technology Innovation Management Review, 4(7), 22-26.
Easterby-Smith, M., Thorpe, R., & Jackson, P. (2012). Management research (4th ed.). Thousand Oaks: SAGE.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10-11), 1105-1121. https://doi.org/10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E
Etkin, J., & Schvarstein, L. (2000). Identidad de las organizaciones: Invariancia y cambio. Buenos Aires: Paidós.
Fairtlough, G. (2005). The three ways of getting things done: Hierarchy, heterarchy & responsible autonomy in organizations. Bridport: Triarchy Press.
Falconi, V. (1996). Gerenciamento pelas diretrizes (Hoshin Kanri) (2a ed.). Belo Horizonte: Fundação Christiano Ottoni, Escola de Engenharia da UFMG.
Fayol, H. (1916/1917). Administration industrielle et générale: Prévoyance - organisation - commandement - coordination - controle (extrait du bulletin de la société de l'industrie minérale. 3e livraison, de 1916). París: H. Dunod et E. Pinat, Éditeurs.
Flick, U. (2007). Designing qualitative research. Londres - Thousand Oaks - Nueva Delhi - Singapur: SAGE. https://doi.org/10.4135/9781849208826
Forgues, B., & Vandangeon-Derumez, I. (2007). Analyses longitudinales. En R.-A. Thiétart (Ed.), Méthodes de recherche en management (3e ed., pp. 439-465). París: Dunod.
Fuglsang, L., & Jagd, S. (2015). Making sense of institutional trust in organizations: Bridging institutional context and trust. Organization, 22(1), 23-39. https://doi.org/10.1177/1350508413496577
Genelot, D. (2001). Manager dans la complexité : réflexions à l'usage des dirigeants (3e ed.). París: INSEP consulting éd.
Girin, J. (1989). L'opportunisme méthodique dans les recherches sur la gestion des organisations. Ponencia presentada en el Congrès de l'Association Française pour la Cybernétique Economique et Technique (AFCET) - Journée d'étude la recherche-action en action et en question, École Centrale de Paris.
Glenn, A. B. (2009). Document analysis as a qualitative research method. Qualitative Research Journal, 9(2), 27-40. https://doi.org/10.3316/QRJ0902027
Goatly, A. (1997). The language of metaphors. Londres: Routledge. https://doi.org/10.4324/9780203210000
Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (2010a). Introduction: What is strategy as practice? En D. Golsorkhi, L. Rouleau, D. Seidl & E. Vaara (Eds.), Cambridge handbook of strategy as practice (pp. 1-20). Cambridge - Nueva York: Cambridge University Press.
Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.). (2010b). Cambridge handbook of strategy as practice. Cambridge - Nueva York: Cambridge University Press. https://doi.org/10.1017/CBO9780511777882
Goold, M. (1992). Research notes and communications design, learning and planning: A further observation on the design school debate. Strategic Management Journal, 13(2), 169-170. https://doi.org/10.1002/smj.4250130208
Gordon, C. (2013). Beyond the observer's paradox: The audio-recorder as a resource for the display of identity. Qualitative Research, 13(3), 299-317. https://doi.org/10.1177/1468794112442771
Grant, D., & Oswick, C. (1996). Organizational discourse: Metaphors in organizational theory and behaviour. United Kingdom: KMPC.
Grieco, M., & Lilja, K. (1996). Research note: 'Contradictory couplings': Culture and the synchronization of opponents. Organization Studies, 17(1), 131-137. https://doi.org/10.1177/017084069601700106
Guba, E. G., & Lincoln, Y. S. (1994). Competing paradigms in qualitative research. En N. K. Denzin & Y. S. Lincoln (Eds.), Handbook of qualitative research (pp. 105-117). Thousand Oaks - Londres - Nueva Delhi: SAGE.
Hafsi, T. (2000). Le champ de la recherche en stratégie : A la recherche d'un bâton d'aveugle. En M. Côté & T. Hafsi (Eds.), Le management aujourd'hui. Une perspective nord-américaine (pp. 1460-1469). Laval - París: Presses de l'Université Laval - Economica.
Hafsi, T., & Thomas, H. (2005). The field of strategy: In search of a walking stick. European Management Journal, 23(5), 507-519. https://doi.org/10.1016/j.emj.2005.09.006
Hamel, G., & Prahalad, C. K. (1989). Strategic intent. Harvard Business Review, 67(3), 63-76.
Hatch, M. J. (1999). Exploring the empty spaces of organizing: How improvisational jazz helps redescribe organizational structure. Organization Studies, 20(1), 75-100. https://doi.org/10.1177/0170840699201004
Hatch, M. J., & Weick, K. E. (1998). Critical resistance to the jazz metaphor. Organization Science, 9(5), 600-604. https://doi.org/10.1287/orsc.9.5.600
Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M. A., Singh, H., Teece, D. J., & Winter, S. G. (2007). Dynamic capabilities: Understanding strategic change in organizations. Malden: Blackwell Pub.
Helms-Mills, J., Dye, K., & Mills, A. J. (2009). Understanding organizational change. Abingdon - Nueva York: Routledge.
Hennink, M., & Weber, M. B. (2013). Quality issues of court reporters and transcriptionists for qualitative research. Qualitative Health Research, 23(5), 700-710. https://doi.org/10.1177/1049732313481502
Heracleous, L., & Jacobs, C. D. (2011). Crafting strategy: Embodied metaphors in practice. Cambridge - Nueva York: Cambridge University Press. https://doi.org/10.1017/CBO9780511975516
Hernández, J. E., Montoya, I. A., & Montoya, L. A. (2015). The mourning of the deliberate strategy for the arising of the emergent strategy. TOJET: The Turkish Online Journal of Educational Technology, Special Issue 1 for IETC 2015, 547-556.
Hill, R. C., & Levenhagen, M. (1995). Metaphors and mental models: Sensemaking and sensegiving in innovative and entrepreneurial activities. Journal of Management, 21(6), 1057-1074. https://doi.org/10.1177/014920639502100603
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2013). Strategic management: Competitiveness & globalization (10e ed.). Australia - Mason: South-Western / Cengage Learning.
Hofer, C. W., & Schendel, D. (1978). Strategy formulation: Analytical concepts. St. Paul: West Pub. Co.
Humphreys, M., Ucbasaran, D., & Lockett, A. (2012). Sensemaking and sensegiving stories of jazz leadership. Human Relations, 65(1), 41-62. https://doi.org/10.1177/0018726711424320
Hutzschenreuter, T., & Kleindienst, I. (2006). Strategy-process research: What have we learned and what is still to be explored. Journal of Management, 32(5), 673-720. https://doi.org/10.1177/0149206306291485
Inns, D. (2002). Metaphor in the literature of organizational analysis: A preliminary taxonomy and a glimpse at a humanities-based perspective. Organization, 9(2), 305-330. https://doi.org/10.1177/1350508402009002908
Jarzabkowski, P. (2005). Strategy as practice: An activity-based approach. Londres - Thousand Oaks: SAGE.
Johnson, G., Melin, L., & Whittington, R. (2003). Guest editors' introduction: Micro strategy and strategizing: Towards an activity-based view. Journal of Management Studies, 40(1), 3-22. https://doi.org/10.1111/1467-6486.t01-2-00002
Kamoche, K. N., Cunha, M. P. e., & Cunha, J. V. d. (Eds.). (2002). Organizational improvisation. Londres: Routledge.
Kamoche, K., Cunha, M. P. e., & Cunha, J. V. d. (2003). Towards a theory of organizational improvisation: Looking beyond the jazz metaphor. Journal of Management Studies, 40(8), 2023-2051. https://doi.org/10.1046/j.1467-6486.2003.00410.x
Kamoche, K., & Pina e Cunha, M. (2001). Minimal structures: From jazz improvisation to product innovation. Organization Studies, 22/5, 733-764. https://doi.org/10.1177/0170840601225001
Katz, J. (2015). Situational evidence: Strategies for causal reasoning from observational field notes. Sociological Methods & Research, 44(1), 108-144. https://doi.org/10.1177/0049124114554870
Kipping, M., & Cailluet, L. (2010). Mintzberg's emergent and deliberate strategies: Tracking Alcan's activities in europe, 1928-2007. Business History Review, 84(1), 79-104. https://doi.org/10.1017/S0007680500001252
Kvale, S. (2007). Doing interviews. Thousand Oaks: SAGE. https://doi.org/10.4135/9781849208963
Learned, E. P., Christensen, C. R., Andrews, K. R., & Guth, W. D. (1965/1969). Business policy: Text and cases (Revised ed.). Homewood: R. D. Irwin.
Leatherdale, W. H. (1974). The role of analogy, model, and metaphor in science. Amsterdam - Nueva York: North-Holland Pub. Co. - American Elsevier Pub. Co.
Letiche, H., & van Uden, J. (1998). Answers to a discussion note: On the 'metaphor of the metaphor'. Organization Studies, 19(6), 1029-1033. https://doi.org/10.1177/017084069801900606
Liedtka, J. M. (1998). Strategic thinking: Can it be taught? Long Range Planning, 31(1), 120-129. https://doi.org/10.1016/S0024-6301(97)00098-8
Lofland, J., Lofland, L. H., Snow, D. A., & Anderson, L. (2006). Analyzing social settings: A guide to qualitative observation and analysis (4th ed.). Belmont: Wadsworth/Thomson Learning.
Lortat-Jacob, B. (Ed.). (1987). L'improvisation dans les musiques de tradition orale. París: Selaf.
Lowe, A., & Jones, A. (2004). Emergent strategy and the measurement of performance: The formulation of performance indicators at the microlevel. Organization Studies, 25(8), 1313-1337. https://doi.org/10.1177/0170840604046344
Manning, P. K. (1979). Metaphors of the field: Varieties of organizational discourse. Administrative Science Quarterly, 24(4), 660-671. https://doi.org/10.2307/2392371
Mantere, S., Sillince, J. A. A., & Hämäläinen, V. (2007). Music as a metaphor for organizational change. Journal of Organizational Change Management, 20(3), 447-459. https://doi.org/10.1108/09534810710740236
McDaniel Jr., R. R. (2007). Management strategies for complex adaptive systems: Sensemaking, learning, and improvisation. Performance Improvement Quarterly, 20(2), 21-42. https://doi.org/10.1111/j.1937-8327.2007.tb00438.x
McMillan, E., & Carlisle, Y. (2007). Strategy as order emerging from chaos: A public sector experience. Long Range Planning, 40(6), 574-593. https://doi.org/10.1016/j.lrp.2007.07.002
Meyer, A., Frost, P. J., & Weick, K. E. (1998). The organization science jazz festival: Improvisation as a metaphor for organizing. Organization Science, 9(5), 540-542. https://doi.org/10.1287/orsc.9.5.540
Mihram, D., & Mihram, G. A. (1974). Human knowledge: The role of models, metaphors, and analogy. International Journal of General Systems, 1(1), 41-60. https://doi.org/10.1080/03081077408960747
Miller, D., & Friesen, P. H. (1982). The longitudinal analysis of organizations: A methodological perspective. Management Science, 28(9), 1013-1034. https://doi.org/10.1287/mnsc.28.9.1013
Minkowski, E. (2005). Le temps vécu : études phénoménologiques et psychopathologiques (2e éd.). París: Quadrige/PUF.
Mintzberg, H. (1971). Managerial work: Analysis from observation. Management Science, 18(2), B-97-B-110. https://doi.org/10.1287/mnsc.18.2.B97
Mintzberg, H. (1973). Strategy-making in three modes. California Management Review, 16(2), 44-53. https://doi.org/10.2307/41164491
Mintzberg, H. (1975). The manager's job: Folklore and fact. Harvard Business Review, 53(4), 49-61.
Mintzberg, H. (1976). Planning on the left side and managing on the right. Harvard Business Review, 54(4), 49-58.
Mintzberg, H. (1977). Strategy formulation as a historical process. International Studies of Management & Organization, 7(2), 28-40. https://doi.org/10.1080/00208825.1977.11656225
Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(9), 934-948.
https://doi.org/10.1287/mnsc.24.9.934
Mintzberg, H. (1981). What is planning anyway? Strategic Management Journal, 2(3), 319-324. https://doi.org/10.1002/smj.4250020308
Mintzberg, H. (1987a). Crafting strategy. Harvard Business Review, 65(4), 66-75.
Mintzberg, H. (1987b). The strategy concept I: Five Ps for strategy. California Management Review, 30(1), 11-24. https://doi.org/10.2307/41165263
Mintzberg, H. (1990a). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3): 171-195. https://doi.org/10.1002/smj.4250110302
Mintzberg, H. (1990b). Does decision get in the way? (in Hickson's "studying deciding: An exchange of views between mintzberg and waters, pettigrew, and butier"). Organization Studies, 11(1), 1-6. https://doi.org/10.1177/017084069001100101
Mintzberg, H. (1990c). Strategy formation: Schools of thought. En J. W. Frederickson (Ed.), Perspectives on strategic management (pp. 105-235). Nueva York: Harper Business.
Mintzberg, H. (1991). Learning 1, planning 0: Reply to Igor Ansoff. Strategic Management Journal, 12(6), 463-466. https://doi.org/10.1002/smj.4250120606
Mintzberg, H. (1994). The rise and fall of strategic planning: Reconceiving roles for planning, plans, planners. Nueva York: Free Press.
Mintzberg, H. (Ed.). (2007). Tracking strategies: Toward a general theory. Oxford - Nueva York: Oxford University Press.
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257-272. https://doi.org/10.1002/smj.4250060306
Mintzberg, H., Ahlstrand, B. W., & Lampel, J. (1998). Strategy safari: A guided tour through the wilds of strategic management. Nueva York: Free Press.
Mintzberg, H., Raisinghani, D., & Théorêt, A. (1976). The structure of 'unstructured' decision processes. Administrative Science Quarterly, 21(2), 246-275. https://doi.org/10.2307/2392045
Mogalakwe, M. (2006). The use of documentary research methods in social research. African Sociological Review, 10(1), 221-230.
Montgomery, C. A., & Porter, M. E. (1991). Strategy: Seeking and securing competitive advantage. Boston: Harvard Business School Press.
Montoya, I. A. (2010). Una contribución a la comprensión de las estrategias deliberadas y emergentes de las organizaciones, desde una perspectiva evolutiva. Tesis de Doctorado en Ciencias Económicas, Universidad Nacional de Colombia, Bogotá. Recuperado de http://www.bdigital.unal.edu.co/2141/1/UNA_CONTRIBUCI%C3%93N_A_LA_COMPRENSI%C3%93N_DE_LAS_ESTRATEGIAS_DELIBER.pdf
Montoya, I. A., & Montoya, L. A. (2010, 3 al 6 de noviembre). Principales aportes en estrategia emergente. Ponencia presentada en la XLV Asamblea Anual del Consejo Latinoamericano de Escuelas de Administración (Cladea), Cartagena de Indias, Colombia.
Montoya, I. A., & Montoya, L. A. (2013). La formación de estrategias deliberadas y emergentes: una propuesta a partir de definiciones básicas de una metodología de sistemas suaves. Revista Facultad de Ciencias Económicas: Investigación y reflexión, XXI(2), 67-95. https://doi.org/10.18359/rfce.657
Montoya, I. A., & Montoya, L. A. (2015). Comprensión del concepto de emergencia, desde el aporte de Holland, Kauffman y Andrade. Innovar, 25(57), 27-43. https://doi.org/10.15446/innovar.v25n57.50325
Montoya, I. A., Montoya, L. A., & Castellanos, O. F. (2010). La metáfora organizacional: alternativa de entendimiento procedente de otras ciencias. Revista Facultad de Ciencias Económicas: Investigación y reflexión, XVIII(1), 75-86.
Montoya, L. A., Castellanos, O. F., & Montoya, I. A. (2004). La gerencia genética: una metáfora biológica aplicada a la gestión de la biotecnología. Innovar(24), 93-104.
Montuori, A. (2012). The complexity of improvisation and the improvisation of complexity: Social science, art and creativity. En S. O. Johannessen & L. Kuhn (Eds.), Complexity in organization studies (Vol. III: Implications and applications of complexity thinking in organization studies: Strategy, organizational dymamics and innovation, pp. 239-255). Los Ángeles: SAGE.
Morgan, G. (1980). Paradigms, metaphors, and puzzle solving in organization theory. Administrative Science Quarterly, 25(4), 605-622. https://doi.org/10.2307/2392283
Morgan, G. (2006). Images of organization (Updated ed.). Thousand Oaks: SAGE.
Morin, E. (1981). La méthode I: La nature de la nature. París: Éditions du Seuil.
Nachmanovitch, S. (2004). Free play: la improvisación en la vida y en el arte (2a ed.). Buenos Aires: Paidós.
Oakes, S. (2009). Freedom and constraint in the empowerment as jazz metaphor. Marketing Theory, 9(4), 463-485. https://doi.org/10.1177/1470593109346897
Örtenblad, A., Putnam, L., & Trehan, K. (2013). 30th anniversary – beyond morgan's eight metaphors. Human Relations, 66(6), 879-881. https://doi.org/10.1177/0018726713492491
Pascale, R. T. (1999). Surfing the edge of chaos. Sloan Management Review, 40(3), 83-94.
Pascale, R. T., Millemann, M., & Gioja, L. (2000). Surfing the edge of chaos: The laws of nature and the new laws of business. Nueva York: Three Rivers Press.
Patrick, M. (2008). Strategic improvisation. Journal of Business Strategy, 29(6), 59-61. https://doi.org/10.1108/02756660810917264
Pettigrew, A. M. (1989). Longitudinal field research on change: Theory and practice. En R. Mansfield (Ed.), Frontiers of management (pp. 21-49). Londres - Nueva York: Routledge.
Pina e Cunha, M., & Vieira da Cunha, J. (2012). Towards a complexity theory of strategy. En S. O. Johannessen & L. Kuhn (Eds.), Complexity in organization studies (Vol. III: Implications and applications of complexity thinking in organization studies: Strategy, organizational dymamics and innovation, pp. 107-119). Los Ángeles: SAGE.
Ployhart, R. E., & Vandenberg, R. J. (2010). Longitudinal research: The theory, design, and analysis of change. Journal of Management, 36(1), 94-120. https://doi.org/10.1177/0149206309352110
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Nueva York - Londres: Free Press - Collier Macmillan.
Porter, M. E. (1987). From competitive advantage to corporate strategy. Harvard Business Review, 65(3), 43-59.
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
Quinn, J. B. (1978). Strategic change: "Logical incrementalism". Sloan Management Review, 20(1), 7-21.
Quinn, J. B. (1980). Strategies for change: Logical incrementalism. Homewood: R.D. Irwin.
Quivy, R., & Van Campenhoudt, L. (2006). Manuel de recherche en sciences sociales (3e ed.). Paris: Dunod.
Rasche, A. (2008). The paradoxical foundation of strategic management. Nueva York: Physica-Verlag.
Read, M. J. B. (2014). What coaches can learn from the history of jazz-based improvisation: A conceptual analysis. International Journal of Evidence Based Coaching and Mentoring, 12(2), 10-23.
Reuter, M., Wijkström, F., & Uggla, B. K. (Eds.). (2013). Trust and organizations: Confidence across borders. Nueva York: Palgrave Macmillan. https://doi.org/10.1057/9781137368812
Riviezzo, A., Skippari, M., & Garofano, A. (2015). Who wants to live forever: Exploring 30 years of research on business longevity. Business History, 57(7), 970-987. https://doi.org/10.1080/00076791.2014.993617
Roge, J. N. (1996). An analysis of deliberate and emergent strategies relative to porter's generic differentiator and cost leader: A bias and variance modeling approach. Developments In Business Simulation & Experiential Exercises, 23, 68-73.
Rothman, A. M. (2014). ¿Cómo escribir canciones y componer música? www.escribircanciones.com.ar (Ed.) Recuperado de http://www.escribircanciones.com.ar/tienda/librodeescribircanciones.html
Salda-a, J. (Ed.). (2003). Longitudinal qualitative research: Analyzing change through time. Walnut Creek - Oxford: AltaMira Press.
Sanabria, M. (2004). El pensamiento organizacional estratégico: una perspectiva diacrónica. Innovar(24), 59-81.
Sanabria, M. (2014a). Réévaluation de l'approche cognitive du changement stratégique. Une étude des mutations des facultés de management colombiennes (2007-2012). Tesis de doctorado en Sciences de Gestion, Doctorat en Sciences de Gestion, Universidad de Caen Basse-Normandie, Caen, Francia.
Sanabria, M. (2014b). Universidad & empresa (U&E) y una lectura del discurso de la Escuela de Administración de la Universidad del Rosario respecto a la administración (A) y sus dos dimensiones: Dirección (D) y gerencia (G) (A=D+G). Universidad & Empresa, 16(27), 9-44.
Sanabria, M., & Smida, A. (2015). El campo de la estrategia: origen y evolución. En H. García Cardona (Ed.), Administración en salud (pp. 119-215). Medellín: Biblioteca Jurídica Diké - Universidad CES.
Sanabria, M., Saavedra Mayorga, J. J., & Smida, A. (2014). Los estudios organizacionales ('organization studies'): fundamentos, evolución y estado actual del campo. Bogotá: Escuela de Administración, Editorial Universidad del Rosario.
Schendel, D., & Hofer, C. W. (Eds.). (1979). Strategic management: A new view of business policy and planning. Boston: Little, Brown.
Schober, M. F., & Spiro, N. (2014). Jazz improvisers' shared understanding: A case study. Frontiers in Psychology, 5(Article 808), 1-21. https://doi.org/10.3389/fpsyg.2014.00808
Schoenberg, A. (1950). Style and idea. Nueva York: Philosophical Library.
Schvarstein, L. (2000). Dise-o de organizaciones: tensiones y paradojas. Buenos Aires: Paidós.
Simon, H. A. (1979). Rational decision making in business organization. American Economic Review, 69(4), 493-513.
Simon, H. A. (1982). Models of bounded rationality. Volume 2: Behavioral economics and business organization (Vol. 2). Cambridge - Londres: MIT Press.
Sommer, E., & Weiss, D. (1995). Metaphors dictionary. Nueva York: Gale Research.
Soto, E., Soto, E., Dolan, S. L., Johansen Bertoglio, O., Losada i Marrodán, C., & Cruz, C. E. (2005). Decisiones en ambientes de incertidumbre. Barcelona: Ediciones Deusto.
Soubeyran, O. (2014). Pensée aménagiste et improvisation : l'improvisation en jazz et l'écologisation de la pensée aménagiste. París: EAC Éditions des Archives contemporaines.
Stacey, R. (1993). Strategy as order emerging from chaos. Long Range Planning, 26(1), 10-17. https://doi.org/10.1016/0024-6301(93)90228-8
Stacey, R. D. (2001). Complex responsive processes in organizations: Learning and knowledge creation. Londres - Nueva York: Routledge.
Stacey, R. D. (2011). Strategic management and organisational dynamics: The challenge of complexity to ways of thinking about organisations (6th ed.). Harlow - Nueva York: Financial Times - Prentice Hall.
Stacey, R. D. (2012). Organizations as complex responsive processes of relating. En S. O. Johannessen & L. Kuhn (Eds.), Complexity in organization studies (Vol. II: Theorizing complexity in organization studies, pp. 315-326). Los Ángeles: SAGE.
Styhre, A. (2002). How process philosophy can contribute to strategic management. Systems Research & Behavioral Science, 19(6), 577-587. https://doi.org/10.1002/sres.475
Taber, T. D. (2007). Using metaphors to teach organization theory. Journal of Management Education, 31(4), 541-554. https://doi.org/10.1177/1052562906289663
Taylor, B., & Sinha, G. (2006). Research methodology. New Delhi: PHI Learning Private Limited.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Teoh, S., & Wickramasinghe, N. (2012). Healthcare information systems design: Using a strategic improvisation model. En N. Wickramasinghe, R. Bali, R. Suomi & S. Kirn (Eds.), Critical issues for the development of sustainable e-health solutions (pp. 33-48). Nueva York: Springer.
Thomas, C. (2015). Jazz improvisational approach to classical music. Horn Call: Journal of the International Horn Society, 45(3), 27-29.
Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567-582. https://doi.org/10.1287/orsc.13.5.567.7810
Turner, S. F., & Rindova, V. (2012). A balancing act: How organizations pursue consistency in routine functioning in the face of ongoing change. Organization Science, 23(1), 24-46. https://doi.org/10.1287/orsc.1110.0653
Turner, S. F., Mitchell, W., & Bettis, R. A. (2013). Strategic momentum: How experience shapes temporal consistency of ongoing innovation. Journal of Management, 39(7), 1855-1890. https://doi.org/10.1177/0149206312458704
Vainio, A. (2013). Beyond research ethics: Anonymity as 'ontology', 'analysis' and 'independence'. Qualitative Research, 13(6), 685-698. https://doi.org/10.1177/1468794112459669
Van Maanen, J. (2011). Tales of the field: On writing ethnography (2nd ed.). Chicago: University of Chicago Press. https://doi.org/10.7208/chicago/9780226849638.001.0001
Vélez, Á. R., & Garzón, M. A. (2005). La administración es algo más que gerencia. Revista Universidad & Empresa, 7(8), 7-30.
Vendelø, M. T. (2009). Improvisation and learning in organizations - An opportunity for future empirical research. Management Learning, 40(4), 449-456. https://doi.org/10.1177/1350507609339684
Vera, D., & Crossan, M. (2004). Theatrical improvisation: Lessons for organizations. Organization Studies, 25(5), 727-749. https://doi.org/10.1177/0170840604042412
Von Foerster, H. (2003). On self-organizing systems and their environments. En H. Von Foerster (Ed.), Understanding understanding: Essays on cybernetics and cognition (pp. 1-19). Nueva York: Springer. https://doi.org/10.1007/0-387-21722-3_1
Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9(1), 31-51. https://doi.org/10.1111/j.1468-2370.2007.00201.x
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks - Londres: SAGE.
Weick, K. E. (1998). Improvisation as a mindset for organizational analysis. Organization Science, 9(5), 543-555. https://doi.org/10.1287/orsc.9.5.543
Weick, K. E. (2001). Making sense of the organization. Oxford: Blackwell Business.
Weick, K. E. (2009). Making sense of the organization. Vol. 2. The impermanent organization. Chichester: Wiley.
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2014). Strategic management and business policy: Globalization, innovation, and sustainability (14th ed.). Boston: Pearson.
Whittington, R. (1993). What is strategy, and does it matter? Londres - Nueva York: Routledge.
Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731-735. https://doi.org/10.1016/0024-6301(96)00068-4
Wormeli, R. (2009). Metaphors & analogies: Power tools for teaching any subject. Portland: Stenhouse Publishers.
Yanow, D., & Schwartz-Shea, P. (Eds.). (2006). Interpretation and method: Empirical research methods and the interpretive turn. Armonk - Londres: M.E. Sharpe.
Ybema, S., Yanow, D., Wels, H., & Kamsteeg, F. (Eds.). (2009). Organizational ethnography: Studying the complexities of everyday life. Los Ángeles - Londres: SAGE. https://doi.org/10.4135/9781446278925
