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The Ambiguity Advantage

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  • David J. Wilkinson

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Suggested Citation

  • David J. Wilkinson, 2006. "The Ambiguity Advantage," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-230-59789-1, December.
  • Handle: RePEc:pal:palbok:978-0-230-59789-1
    DOI: 10.1057/9780230597891
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    Cited by:

    1. Kleanthis K. Katsaros & Athanasios N. Tsirikas & Sofia-Maria N. Bani, 2014. "CEOs’ Attitudes to Change, Strategic Flexibility and Organizational Performance in Greek ICT Industry," International Journal of Management Sciences, Research Academy of Social Sciences, vol. 4(12), pages 567-581.
    2. Joel Bigley, 2018. "Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning," Administrative Sciences, MDPI, vol. 8(3), pages 1-20, July.
    3. John Sillince & Paula Jarzabkowski & Duncan Shaw, 2012. "Shaping Strategic Action Through the Rhetorical Construction and Exploitation of Ambiguity," Organization Science, INFORMS, vol. 23(3), pages 630-650, June.
    4. Willy McCourt, 2018. "Towards “cognitively complex” problem‐solving: Six models of public service reform," Development Policy Review, Overseas Development Institute, vol. 36(S2), pages 748-768, September.
    5. Susara E. Merwe & Reinette Biggs & Rika Preiser, 2020. "Sensemaking as an approach for resilience assessment in an Essential Service Organization," Environment Systems and Decisions, Springer, vol. 40(1), pages 84-106, March.
    6. Kleanthis K. Katsaros & Athanasios N. Tsirikas & Christos S. Nicolaidis, 2015. "Firm performance: The role of CEOs' emotional and cognitive characteristics," International Journal of Business and Economic Sciences Applied Research (IJBESAR), International Hellenic University (IHU), Kavala Campus, Greece (formerly Eastern Macedonia and Thrace Institute of Technology - EMaTTech), vol. 8(1), pages 51-82, August.

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