PhD defence J.M.W. (Johan) Sleegers

Below is a brief summary of the dissertation:

Organizational change rarely unfolds as planned. In large-scale public programs, managers and professionals must therefore constantly coordinate, make adjustments, and devise new ways of working on the fly. This dissertation focuses on an aspect often overlooked: the dynamics of the processes that lead to organizational change, specifically the role of improvisation within them.
Over the course of several years, Johan Sleegers investigated how improvisation contributes to organizational change within the "Bridges and Quay Walls" program—a major initiative in the physical infrastructure domain of the Municipality of Amsterdam. The study tracks three teams in their day-to-day change practices, demonstrating that, even in a highly regulated environment, improvisation is a recurring and essential component of daily work.
Improvisation proves helpful when things deviate from expectations or plans—which is almost always the case in large-scale projects. While improvisation is inevitable in complex and dynamic environments, its effectiveness depends heavily on the specific context. The research highlights the interplay between an experimental culture, minimal structure, and professional competence, offering practical guidance for managers and organizations operating in turbulent and ambiguous settings.
A key contribution of this research is the identification of two distinct paths of change: an adaptive path and an exploratory path. Johan Sleegers’ work provides insight and a framework for better recognizing when and how improvisation is beneficial—and when it risks devolving into mere "random action." Distinguishing between these paths helps determine the most appropriate approach for facilitating improvisation within organizations.