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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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- Author(s): Simeone, Luca1
- Source:
R&D Management. Mar2017, Vol. 47 Issue 2, p288-298. 11p.- Subject Terms:
- Source:
- Additional Information
- Subject Terms:
- Abstract: This article explores the role of strategic ambiguity 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. [ABSTRACT FROM AUTHOR]
- Abstract: Copyright of R&D Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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