Strategic ambiguity in communicating public sector change

Abstract

This paper applies Eisenberg’s theory of strategic ambiguity to stakeholder relationship management during a period of significant change within a public sector organisation. Public sector organisations generally have a wider range of stakeholders than private sector organisations and must discharge their statutory responsibilities within the highly charged environment of the political arena. This paper will contend that communication professionals may deploy strategic ambiguity to manage the competing demands of public sector stakeholders and also to stimulate a diversity of actions and creative responses in the stakeholder community. The paper draws upon an extensive case study of the major science‐funding agency in New Zealand – the Foundation for Research, Science and Technology (FRST) – to illustrate the potential value of and identify some limits to the use of strategic ambiguity.

Citation

Leitch, S. and Davenport, S. (2002), "Strategic ambiguity in communicating public sector change", Journal of Communication Management, Vol. 7 No. 2, pp. 129-139. https://doi.org/10.1108/13632540310807340