Finding Jazz in the Jazz-As-Business Metaphor

Prouty, Ken

doi:10.1080/17494060.2013.825986

Cited by 3 publications

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“…1 A notable exception can be found in one McKinsey & Company brief, which explicitly states that "During a crisis, which is ruled by unfamiliarity and uncertainty, effective responses are largely improvised" (D'Auria and De Smet). 2 The literature on organizational improvisation scholarship has been summarized by Allègre Hadida et al (2015) in the business press, while Ken Prouty (2013), Mark Laver (2013, and Nicholas Sorensen (2013), the latter two in this journal, provide musicological perspectives on the jazz metaphor for corporate management.…”

Section: Notesmentioning

confidence: 99%

Music, Mayhem, and Management

Ford¹

2021

CSIECI

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Section: Notesmentioning

confidence: 99%

Music, Mayhem, and Management

Ford¹

2021

CSIECI

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Rethinking Interaction in Jazz Improvisation

Givan

2016

MTO

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In recent years, the notion that “good jazz improvisation is sociable and interactive just like a conversation” (Monson 1996, 84) has become near-conventional wisdom in jazz scholarship. This paper revisits this assumption and considers some cases in which certain sorts of interactions may not always be present or desirable in jazz performance. Three types of improvised interaction are defined: (1) “microinteraction,” which occurs at a very small scale (e.g. participatory discrepancies) and is not specific to jazz; (2) “macrointeraction,” which concerns general levels of musical intensity; and (3) “motivic interaction”—players exchanging identifiable motivic figures—which is a chief concern of today’s jazz researchers. Further, motivic interaction can be either dialogic, when two or more musicians interact with one another, or monologic, when one player pursues a given musical strategy and others respond but the first player does not reciprocate (as in “call and response”). The paper concludes by briefly considering some of the reasons for, and implications of, the emergence of interaction-oriented jazz scholarship during the late twentieth century.

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“Things Ain’t What They Used to Be”: Business Subfields Benefitting From Jazz to Foster Creativity

Kuura,

Sandoval

2023

Creativity Studies

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Tenors like “bring in the arts and get the creativity for free” have attracted business practitioners and researchers, and this “intersection” of business and arts has developed into a study field. Metaphorical learning from arts involves musical, also theatrical, and terpsichorean improvisation. Not surprisingly, several subfields in business – entrepreneurship, project, process, and service management – as well as other business and non-business fields – have been “jazzed”. Another strengthening trend is linking different (sub)fields and fostering mutual learning. The paper seeks for novel possibilities to learn from jazz and to support further mutual learning and linking of disserted business, also non-business fields. Nowadays traditional business models and services are moving towards problem-solving and adaptation to change, implementing creativity and improvisation. Taking a fresh stock of relevant academic literature and discussion revealed the increasing importance of organizational improvisation. Jazz (music and arts) appeared to be a fruitful metaphor and source of learning. As differences appeared across the examined fields, possibilities for learning from jazz, as well as for mutual learning are not yet depleted. This paper provides insights to further learning from the jazz approach, as well as mutual learning and enrichment between the examined subfields.

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Finding Jazz in the Jazz-As-Business Metaphor

Cited by 3 publications

References 0 publications

Music, Mayhem, and Management

Music, Mayhem, and Management

Rethinking Interaction in Jazz Improvisation

“Things Ain’t What They Used to Be”: Business Subfields Benefitting From Jazz to Foster Creativity

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