000 | 02040nam a2200241 4500 | ||
---|---|---|---|
005 | 20250120192423.0 | ||
008 | 250120b |||||||| |||| 00| 0 eng d | ||
020 | _a9781009358439 | ||
082 |
_a302.35 _bCAP |
||
100 |
_aCappellaro, Giulia _920840 |
||
245 |
_aAmbiguity in organization theory: _bfrom intrinsic to strategic perspectives |
||
260 |
_bCambridge University Press _aCambridge _c2023 |
||
300 | _a71 p. | ||
365 |
_aGBP _b17.00 |
||
490 | _aCambridge Elements | ||
500 | _aTable of content: 1. Introduction 2. Ambiguity vs other constructs 3. Analytical approach 4. Intrinsic perspectives: ambiguity as an inherent part of organizational decision-making 5. Strategic perspectives: discursively constructed strategic ambiguity 6. Trajectories in the study of ambiguity in organization theory and future perspectives 7. Conclusion References. [https://www.cambridge.org/us/universitypress/subjects/management/organisation-studies/ambiguity-organization-theory-intrinsic-strategic-perspectives?format=PB&isbn=9781009358439] | ||
520 | _aThis Element presents and discusses the main trajectories in the evolution of the concept of ambiguity and the most relevant theoretical contributions developed around it. It specifically elaborates on both the intrinsic perspectives on ambiguity as an inherent part of organizational decision-making processes and the more recent strategic perspectives on discursively constructed strategic ambiguity. It helps illuminate the path ahead of organizational scholars and offers new avenues for future research. This is important given the ever more pervasive presence of ambiguity in and around organizations and societies. (https://www.cambridge.org/us/universitypress/subjects/management/organisation-studies/ambiguity-organization-theory-intrinsic-strategic-perspectives?format=PB&isbn=9781009358439) | ||
650 | _aOrganizational sociology | ||
650 |
_aAmbiguity _920841 |
||
700 |
_aCompagni, Amelia _920842 |
||
700 |
_aVaara, Eero _920843 |
||
942 |
_cBK _2ddc |
||
999 |
_c8254 _d8254 |