Call
for Papers
Management
and Organization Review
Special Issue on ‘Ambiguity
and Decision Making in Chinese
Organizations and Thought’
Guest Editors:
Mie Augier, Naval Postgraduate School and Stanford
University, US
James G. March, Stanford University, US
Mooweon
Rhee, University of Hawaii, US
Xueguang
Zhou, Stanford University, US
Submission Deadline: December
15, 2012
Ambiguity is an important yet elusive and often
puzzling concept in studies of decisions and
organizations, ranging from calculations of
risk and inference of preferences from hypothetical
lotteries, to ambiguity about preferences and
even about the concept of ambiguity
itself (Ellsberg, 1961; Fox &
Tversky, 1995; Heath & Tversky, 1991; de Lara
Resende &
Wu, 2010; March, 1978;
Rubaltelli, Rumiati, &
Slovic, 2010). We consider four broad
classes of ambiguities: (1) Lack of clarity
about preferences. (2) Lack of clarity about the
definition of action alternatives. (3) Lack
of clarity about possible outcomes and their
likelihoods. (4) Lack of clarity about information
(including translations) influencing decision
making. The phrase ‘lack of clarity’ is intended
to encompass both vagueness and
inconsistencies (contradictions) in the premises
of action. Although ambiguity is often either
ignored or reduced to risk or calculative uncertainty,
and ambiguity aversion has been
found in some studies, we would like to explore
alternative responses.
It is a cliché of organizational commentary
to observe that how organizational members
and decision makers behave is shaped at least
in part by the culture in which they are
embedded (Crozier,
1964). Readings both of contemporary reports on Chinese organizations
and of traditional Chinese philosophy and literature
suggest that Chinese traditions
and practices may confront ambiguity with a
frame that is different from the frame of
Western rationality.
In Chinese thought, the simultaneous existence
of contradictory states or feelings is
viewed as natural. Recent treatments of the
idea of yin-yang and the I-Ching in Chinese
writing contrast the Chinese perspective not
only with Western ideas of rationality but also
with Western ideas of dialectic (Chai
& Rhee, 2010; Fang, 2012; Hsu & Chiu, 2008;
Julliene,
2011). As a result, according to some reports and speculations, Chinese organizational
practice may be, consciously or unconsciously,
less directed to avoiding or removing
ambiguity in choice than to exploiting it.
Potential Research Topics
We invite papers that discuss one or more kinds
of ambiguity and how they are confronted,
reduced, or embraced in Chinese organizational
behaviors, theories, decisions, and
practices. We invite studies of ambiguity avoidance
on the part of organizations, but we also
are interested in organizational responses to
ambiguity that do not seek to remove ambiguities
or to avoid them, but embrace them as necessary
aspects of choice, indeed as
possible symptoms or sources of intelligence
(March, 1978).
We are interested in understanding Chinese organizational
responses to ambiguity as
well as the rhetoric and philosophies surrounding
those responses. To what extent do
Chinese organizations seek to eliminate ambiguity
so as to confront a situation more
amenable to conventional rational choice? To
what extent do Chinese organizations rely
on other, less consequential, procedures for
choice?
The focus encompasses, but extends beyond, rational
choice to include the role of
ambiguity in experiential adaptation to experience
through learning or selection, in the
diffusion of knowledge, and in the evocation
of the rules of identity. How do Chinese
organizations learn from ambiguous experience?
What is the role of ambiguity in the
spread of practices or information in Chinese
Organizations? How do individuals in
Chinese organizations confront ambiguities of
contradictory identities and goals?
We are especially interested in papers that
discuss the actual empirical nature of ambiguity
in Chinese organizations, and how Chinese ideas
and organizations have ways of
conceiving, confronting, or embracing ambiguity
that can cast light on a more general
theory of organizations. Among other things,
this might include how ambiguity affects the
ways Chinese organizations formulate, develop,
and implement strategies, organize information,
or learn from their experience. Another possible
theme would be mechanisms
through which ambiguity is perceived and embraced
(or not embraced) in organizational
decision making and how that influences organizational
routines and learning.
Questions may be addressed to any one of the
guest editors: Mie Augier (augier@
stanford.edu), James G. March ([log in to unmask]),
Mooweon Rhee (mooweon@
hawaii.edu), or
Xueguang Zhou ([log in to unmask]). Papers for the special issue
should be submitted electronically through
MOR’s ScholarOne Manuscripts site at
http://mc.manuscriptcentral.com/mor and identified
as a submission to the ‘Ambiguity
and Decision Making in Chinese Organizations
and Thought’ special issue. All
submissions should follow the ‘MOR
Author Guidelines’, available online at http://
onlinelibrary.wiley.com/journal/10.1111/(ISSN)1740-8784/homepage/ForAuthors.html
References
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