The potential and shortcomings of strategic ambiguity as management practice in design labs : An ethnographic study of MIT SENSEable City Lab

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The potential and shortcomings of strategic ambiguity as management practice in design labs : An ethnographic study of MIT SENSEable City Lab

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Publication Conference Paper, peer reviewed
Title The potential and shortcomings of strategic ambiguity as management practice in design labs : An ethnographic study of MIT SENSEable City Lab
Author(s) Simeone, Luca
Date 2013
English abstract
This paper explores the role of strategic ambiguity (Eisenberg, 2007; March & Olsen, 1976) as a management practice, as used in SENSEable City Lab - a design-oriented lab located at Massachusetts Institute of Technology in Cambridge, MA. The paper reports on an ethnographic study conducted by the author in 2011 and reflects on both the potential of strategic ambiguity as an effective dialogic strategy to appreciate differences among organization members and its shortcomings, such as the level of anxiety reported by some members of the lab.
Link http://www.cadmc.org/CADMC2013Proceedings.pdf (external link to publication)
Publisher University of Cambridge, Institute for Manufacturing
Host/Issue DESIGN MANAGEMENT: PAST, PRESENT & FUTURE : Conference Proceedings;
ISBN 978-1-902546-33-9
Pages 701-714
Language eng (iso)
Subject(s) strategic ambiguity
corporate ethnography
Humanities/Social Sciences
Research Subject Categories::SOCIAL SCIENCES
Note Cambridge Academic Design Management Conference (CADMC), Cambridge (UK), 4-5 September 2013
Handle http://hdl.handle.net/2043/16922 (link to this page)
Link http://www.cadmc.org/ (external link to related web page)

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