Abstract
The concept of strategic ambiguity was introduced by Eric Eisenberg in the 1980s as a reaction to the prevailing ideology of clarity and openness. Based on a relativist view of meaning according to which all types of meaning, including the “literal” meaning, are contextual, strategic ambiguity can be defined as the promotion of unified diversity in organizations. Research on strategic ambiguity has developed in two directions. In the first tradition, strategic ambiguity is viewed as a problem, which has to be eliminated. In the second tradition, strategic ambiguity is viewed as a discursive resource, which can be applied by organizations in the communication of their goals. Finally, the concept of strategic ambiguity does not only belong to academia, but has also entered the world of management and communication consultants.
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