Today, creativity is essential in not only art and culture, but it is also applied in science, economics, and is inseparable from improvisation in management. Creativity-related art industry helps to create new jobs and encourages development of other economic sectors; however, the complexity of assessment of the created product creates a challenge of increased market risk more than in companies in other sectors. Today, creativity relates to not only art, but also competitive advantage of organisations, innovation and is the most important driving force of economy; thus, it is important to understand the application of improvisation in management of art organisations.This article analyses how representatives of organisations understand improvisation in management, what experience members of organisations have and where (which stages of management) improvisation is applied.Research method: in order to find out about the phenomenon under research and collect as much information as possible, this study includes the qualitative method of multiple cases.

Improvisational management is not popular among scholars who study organisations, and the topic of improvisation has not been studied extensively outside of the field of management, even though the term improvisational management was formulated and published back in the 90s of the 20th century. This article analyses the peculiarities of improvisational management and the most important models of improvisational management, looks at how improvisation in management is related to competencies of its participants, what degrees it may have on different levels, and how strategic improvisation emerges. In order to improve the understanding of improvisational management in creative industries, the article analyses existing models of improvisational management that encompass learning, real-time decision-making, improvisational communication, collective improvisation, the improvisational process and the matrix of improvisation; moreover, the article discusses the levels of improvisational management, i.e., individual, interpersonal and organisational, as well as their interaction at different degrees of improvisation. According to these models and levels, a new model of improvisational management relations is developed.