What Can Knowledge-Creating Organisations Learn from Theatrical Improvisation?

  • Anna-Maija Nisula
  • Aino Kianto
  • Tatiana Andreeva
Part of the Knowledge Management and Organizational Learning book series (IAKM, volume 7)


This chapter amplifies the understanding of organisational knowledge creation by examining the creation of new knowledge through the lens of improvisation. Such an approach views knowledge creation as a spontaneous process where thinking and action converge and underlines the synthesis of diverse actors’ knowledge and perspectives in a flexible and agile manner through their engagement in social practice. To increase understanding of knowledge creation as an improvisational capacity, we turn to a context in which improvisation is employed systematically: the world of theatre. We explore how and when improvisation is utilised among theatre groups in their creative processes and associate forms of theatrical improvisation with three types of knowledge creation. The chapter enriches knowledge management literature by providing alternative models of knowledge creation, and also contributes to the emerging literature on arts-based management.


Knowledge creation Improvisation Theatrical improvisation Devising theatre Improvisational theatre Arts-based methods 


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Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Anna-Maija Nisula
    • 1
  • Aino Kianto
    • 1
  • Tatiana Andreeva
    • 2
  1. 1.School of Business and ManagementLUT UniversityLappeenrantaFinland
  2. 2.Maynooth University School of BusinessMaynooth UniversityMaynoothIreland

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