Untangling strategic ambiguity: Understanding how to do things differently

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

In both strategy literature and organizational literature, the existing strategic learning models can be evaluated to fully capture the distinctive aspects of learning in strategy process. Various learning theories are encompassed to construct the model.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2015), "Untangling strategic ambiguity: Understanding how to do things differently", Strategic Direction, Vol. 32 No. 1, pp. 26-28. https://doi.org/10.1108/SD-10-2015-0147