Using strategic ambiguity as management practice in academic R&D : An ethnographic study of MIT SENSEable City Lab

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Using strategic ambiguity as management practice in academic R&D : An ethnographic study of MIT SENSEable City Lab

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Publication Article, peer reviewed scientific
Title Using strategic ambiguity as management practice in academic R&D : An ethnographic study of MIT SENSEable City Lab
Author Simeone, Luca
Date 2016
English abstract
This article explores the role of strategic ambiguity (Eisenberg, 2007; March & Olsen, 1976) as a management practice, as used in SENSEable City Lab - a R&D-oriented lab located at the Massachusetts Institute of Technology in Cambridge, MA. Although literature has already explored strategic ambiguity in various organizational settings, studies focusing on how academic institutions use strategic ambiguity in the context of R&D are quite sparse. The article aims at filling this gap by reporting on a study conducted by the author across 2011 and 2014 in a R&D-oriented academic lab and reflecting on the potential of strategic ambiguity as an effective dialogic strategy to appreciate differences among internal organization members and with external partners. The article also examines some shortcomings of strategic ambiguity, such as the level of anxiety reported by some members of the lab.
DOI http://dx.doi.org/10.1111/radm.12229 (link to publisher's fulltext)
Publisher Wiley
Host/Issue R&D Management;2
Volume 47
ISSN 1467-9310
Pages 288-298
Language eng (iso)
Subject R&D management
design management
strategic ambiguity
academic entrepreneurship
Humanities/Social Sciences
Research Subject Categories::SOCIAL SCIENCES
Handle http://hdl.handle.net/2043/22275 Permalink to this page
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