Figure 4
The conceptual framework shows three main sections arranged horizontally, with additional external and internal environment boxes above and below. On the far left, a text box labeled “Flexibility and Adaptability” connects with a rightward arrow to a large central box labeled “Mechanisms”, which contains a vertically arranged bulleted list including “Equivocal language”, “Symbolic framing”, “Temporal buffering”, “Nominalization”, “Intertextual reinforcement”, “Use of ambiguous terms (for example: ‘quality improvement,’ ‘customer satisfaction’)”, “Sensemaking and reinterpretation”, “Deliberate postponement of decisions”, “Inflation of strategic proposals”, “Iterative negotiation”, and “Decoupling of intent and action”. A rightward arrow emerges from the “Mechanisms” box and points to another large box on the right labeled “Outcomes”, which contains two bulleted lists. The list titled “Short term” includes “Widespread adoption”, “Enhanced flexibility and adaptability”, “Conflict reduction”, “Temporary consensus”, and “Emergence of new strategic actions”. The list titled “Long term” includes “Decision fatigue”, “Erosion of trust”, “Fragmentation of organizational identity”, “Prolonged indecision and cycles of reinterpretation”, “Potential for increased skepticism and resistance”, and “Self-perpetuating network of indecision”. Above these boxes, the dashed rectangular box labeled “External environment” contains a bulleted list including “Cultural context (high tolerance for ambiguity: plus sign; low tolerance for ambiguity: minus sign)”, “Popularity of management fashions (high popularity or adoption: plus sign; declining popularity or skepticism: minus sign)”, “Temporal dynamics (early adoption phase: plus sign; maturity and saturation phase: minus sign)”, “Professional associations (support for broad interpretations: plus sign; push for standardization: minus sign)”, “Influence of external stakeholders (supportive engagement: plus sign; demand for accountability: minus sign)”, and “Media and public reactions (positive coverage: plus sign; critical scrutiny: minus sign)”. A downward arrow from the external environment connects to the arrow connecting the “Mechanisms” box to the “Outcomes” box. Below the main structure, the dashed rectangular box labeled “Internal environment” contains bullet points including “Leadership style (transformational: plus sign; conflict-avoidant: minus sign)”, “Role of consultants (context-specific adaptation: plus sign; overextension or dilution: minus sign)”, “Organizational culture (flexibility-oriented: plus sign; transparency-demanding: minus sign)”, “Professional identity (high autonomy or resistance from professionals: minus sign)”, “Participatory leadership (present: plus sign; absent: minus sign)”, and “Impression management (effective use: plus sign; ineffective use: minus sign)”. An upward arrow from the internal environment connects to the arrow connecting the “Mechanisms” box to the “Outcomes” box.Strategic ambiguity aimed at flexibility and adaptability purposes