The role of curiosity as a practice in executive decision-making
- Publication Type:
- Thesis
- Issue Date:
- 2022
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The thesis establishes curiosity as a social and material practice of top management teams (TMT). The curiosity of senior executives was studied in the context of strategic decision-making and ambidextrous organisational opportunities. The research reveals the instrumental role of a social approach to curiosity for decision-making and managing strategic organisational ambidexterity. Further, it adds a practice perspective to a body of work that has, over recent years, established the value and importance of curiosity to an organisation’s creativity, innovation, growth and, ultimately, survival. While curiosity in the work environment has often been viewed through a psychological lens as an innate human trait or state associated with the individual or as a collective activity of individuals who seek to understand and identify new experiences and information or knowledge gaps, this thesis also draws on practice theory, paradox theory and strategic management theory. Complex decision-making, like that undertaken by TMT executives, is a social activity that requires the consideration of factual insights and related choices aligned to a firm’s espoused strategy and goals. Hence, the research contributes to understanding how curiosity as a social practice assists TMT executives in making strategic decisions and managing organisational ambidexterity.
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