| With increasing competition in global economy, how to continuously improve existing businesses, as well as enhance the abilities to search new businesses, has become a major challenge faced by entrepreneurs in strategic entrepreneurship. Under the changing uncertain environment and unknown markets, organizational improvisation (OI) widely exists in strategic entrepreneurship. In recent years, the phenomenon of organizational improvisation behavior has been paid increasing attention. The paper will uncover the black-box of OI occurring in both opportunity-searching and advantage-seeking in strategic entrepreneurship, as has not only important theoretical contribution, but also has significant practical value for the Chinese firms.Recently, as a novel topic in organization science, OI is still in an embryonic stage. Although existing researchers pay more attention to cognitive analysis about organization’s daily rational behavior, they have ignored the irrational nature of organizational improvisation. Thus, the studies on OI have encountered a bottleneck. This paper introduces emotional theory to explore the formation of OI and uncover the behavioral mechanism of OI in strategic entrepreneurship.In the process of strategic entrepreneurship, as a collective extemporaneous activity, OI is rooted in the social interaction in organization’s daily life. OI, on the one hand, is driven by social emotionality, that is, organizational social emotionality may incur OI as organizational situations are changing. On the other hand, in an improvising organization, organizational cognition plays an important role in behavior analysis and social judgment, and it can also foster and maintain the ability to explore and exploit opportunities. Employing the methodology of the combination of quantitative analysis and qualitative analysis, the paper explores the behavioral mechanism of OI from the affective and cognitive aspects respectively (i.e., Chapters Three and Four), before finding out the OI’s model of strategic entrepreneuring behavior in terms of a case study (i.e., Chapter Five). Firstly, the paper reviews the existing literature on OI and strategic entrepreneurship, builds the model of organizational improvising behavior, and finds the dynamic transformation mechanism interwoven by the double clues of social emotion and organizational cognition, which ignites OI. Secondly, the article analyzes the contextualizing behaviors of OI, models the organizational improvising behavior based on a cross-contextual perspective, and provides the organization’s behavioral mechanism resulting in the generation of OI. Then I argue that the coherence of organizational actions, conforming to the contextual changes, can enhance organization’s dynamic capabilities. Lastly, with insights into Tencent’s entrepreneuring, the paper further appreciates the essence of OI in strategic entrepreneurship. These findings suggest that strategic entrepreneuring is shifting the strategic entrepreneurs’ attaching to from what they do to what they love, underlying the sequential consistence, as may transcend to social devotion. |
