The article "Organizational Improvisation and Organizational Memory" by Christine Moorman and Anne S. Miner explores the concept of organizational improvisation and its impact on organizational outcomes. They define organizational improvisation as the degree to which the composition and execution of an action converge in time. The authors propose that both procedural memory (skill knowledge) and declarative memory (fact knowledge) moderate the impact of improvisation on organizational outcomes in distinct ways. Procedural memory enhances the likelihood of coherent and rapid action, while declarative memory increases the likelihood of novel and coherent action. However, procedural memory can constrain novelty, and declarative memory can lead to slower actions due to the difficulty of accessing relevant information. The authors also suggest that improvisation influences organizational memory by generating experiments and developing higher-level competencies in improvisation. They argue that the shift towards more rapid and unpredictable change in many organizations necessitates a better understanding of improvisation and its relationship with organizational memory. The article concludes by discussing the operationalization of key constructs, boundary conditions, and the contributions of their work to the field of organizational studies.The article "Organizational Improvisation and Organizational Memory" by Christine Moorman and Anne S. Miner explores the concept of organizational improvisation and its impact on organizational outcomes. They define organizational improvisation as the degree to which the composition and execution of an action converge in time. The authors propose that both procedural memory (skill knowledge) and declarative memory (fact knowledge) moderate the impact of improvisation on organizational outcomes in distinct ways. Procedural memory enhances the likelihood of coherent and rapid action, while declarative memory increases the likelihood of novel and coherent action. However, procedural memory can constrain novelty, and declarative memory can lead to slower actions due to the difficulty of accessing relevant information. The authors also suggest that improvisation influences organizational memory by generating experiments and developing higher-level competencies in improvisation. They argue that the shift towards more rapid and unpredictable change in many organizations necessitates a better understanding of improvisation and its relationship with organizational memory. The article concludes by discussing the operationalization of key constructs, boundary conditions, and the contributions of their work to the field of organizational studies.