Learning to Improvise, or Improvising to Learn: Knowledge Generation and ‘Innovative Practice’ in Project Environments

Abstract

This paper considers the links between knowledge management, improvisational working and project management, highlighting their confluence in a number of key dimensions and focusing on the way new knowledge is generated, shared, and applied within the project domain. The opportunities for improved management in contexts of ubiquitous novelty, ambiguity, and compressed time, particularly in project‐based domains, are explored with reference to these key dimensions and recommendations for practice and further research suggested. Copyright © 2015 John Wiley & Sons, Ltd.

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