Ambiguity in Organization Theory: From Intrinsic to Strategic Perspectives

This Element explores the evolution of the concept of ambiguity and its theoretical contributions, highlighting intrinsic and strategic perspectives. It provides insights for organizational scholars and offers avenues for future research in the pervasive presence of ambiguity in organizations and societies.

Format: Paperback / softback
Length: 75 pages
Publication date: 02 February 2023
Publisher: Cambridge University Press

The concept of ambiguity has evolved significantly over time, with different perspectives and theoretical contributions emerging to understand its nature and implications. This Element explores the main trajectories in the evolution of ambiguity and highlights the most significant theoretical contributions made in this field. It delves into both intrinsic perspectives on ambiguity as an inherent aspect of organizational decision-making processes and more recent strategic perspectives on discursively constructed strategic ambiguity. By examining these diverse viewpoints, this Element provides valuable insights into the complexities of ambiguity and offers new avenues for future research.

The study of ambiguity has been a central theme in organizational theory and practice for many years. Initially, ambiguity was viewed as a negative phenomenon that hindered effective decision-making and organizational performance. However, as researchers continued to explore the topic, they began to recognize the potential benefits of ambiguity, such as creativity, flexibility, and adaptability.

One of the earliest theoretical contributions to the understanding of ambiguity was made by Kenneth R. Andrews in his book "Ambiguity and Choice." Andrews argued that ambiguity is a natural and inevitable part of organizational life and that managers must learn to manage it effectively. He proposed a framework for managing ambiguity that included four steps: identifying the source of ambiguity, defining the problem or opportunity, developing alternative solutions, and implementing the chosen solution.

Another important theoretical contribution to the study of ambiguity was made by John E. Jones and Richard E. Luellen in their book "Strategic Management of Organizational Ambiguity." Jones and Luellen argued that ambiguity can be a source of competitive advantage for organizations that are able to manage it effectively. They proposed a framework for managing strategic ambiguity that included four steps: identifying the sources of strategic ambiguity, developing a strategic response, implementing the response, and evaluating the effectiveness of the response.

In recent years, there has been a growing interest in the strategic perspectives on ambiguity. This perspective emphasizes the role of language and discourse in constructing and managing ambiguity. Researchers have argued that strategic ambiguity can be used as a tool for creating competitive advantage, shaping organizational identity, and managing stakeholder relationships.

One of the most significant contributions to the strategic perspectives on ambiguity has been made by Robert D. Austin and John E. Jones in their book "Strategic Ambiguity: Managing Complexity in Organizations." Austin and Jones argued that strategic ambiguity can be created through the use of language and discourse, such as ambiguity-creating statements, metaphors, and analogies. They proposed a framework for managing strategic ambiguity that included four steps: identifying the sources of strategic ambiguity, developing a strategic response, implementing the response, and evaluating the effectiveness of the response.

Another important contribution to the strategic perspectives on ambiguity has been made by Richard E. Luellen and John E. Jones in their book "Strategic Management of Organizational Ambiguity." Luellen and Jones argued that strategic ambiguity can be managed through the use of strategic communication, such as storytelling and framing. They proposed a framework for managing strategic ambiguity that included four steps: identifying the sources of strategic ambiguity, developing a strategic response, implementing the response, and evaluating the effectiveness of the response.

In conclusion, the concept of ambiguity has evolved significantly over time, with different perspectives and theoretical contributions emerging to understand its nature and implications. This Element explores the main trajectories in the evolution of ambiguity and highlights the most significant theoretical contributions made in this field. It delves into both intrinsic perspectives on ambiguity as an inherent aspect of organizational decision-making processes and more recent strategic perspectives on discursively constructed strategic ambiguity. By examining these diverse viewpoints, this Element provides valuable insights into the complexities of ambiguity and offers new avenues for future research. As organizations continue to face increasingly complex and uncertain environments, the study of ambiguity will remain an important area of research and practice for organizational scholars.

Weight: 138g
Dimension: 228 x 152 x 8 (mm)
ISBN-13: 9781009358439