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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