Antecedents and implications of uncertainty in management

Chawla, Chetan; Mangaliso, Mzamo P.; Knipes, Bradford J.; Gauthier, Jeff

doi:10.1108/17511341211206852

Cited by 13 publications

(8 citation statements)

References 60 publications

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“…On the other hand, under high environmental turbulence, firm with greater social capital suffers from poor firm performance. This finding is more relevant with Tang et al (2010) and Chawla et al (2012).…”

Section: Discussionmentioning

confidence: 55%

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Social Capital and Firm Performance: Moderating Effect of Environmental Turbulence

Pratono¹,

Mahmood²

2014

ASS

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This study aims to determine the moderating effect of environmental turbulence on the relationship among firm performance, entrepreneurial orientation, entrepreneurial management, and social capital. Along with survey on Indonesia SMEs, the finding shows that social capital plays pivotal role on firm performance. This study also provides evident that that environmental turbulence dampens the positive impact of social capital on firm performance. Under low environmental turbulence, social capital has positive impact on firm performance. However, social capital brings negative impact on firm performance during high environmental turbulence. This provides more fundamental issues on intersection between resource based view (RBV) and contingency theory (CT).

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Section: Discussionmentioning

confidence: 55%

“…Firms with greater SC may achieve the goals under low environmental turbulence. Under environmental turbulence, social capital still plays pivotal role on FP (Tang et al, 2010;Chawla et al, 2012). Wang and Fang (2012) indicates curvilinear relationship between EO and FP.…”

Section: Hypothesis 5: Environmental Turbulence Has Moderating Impactmentioning

confidence: 99%

Social Capital and Firm Performance: Moderating Effect of Environmental Turbulence

Pratono¹,

Mahmood²

2014

ASS

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“…Understanding uncertainty becomes a serious "organizational reality" (Huff et al, 2016). Determining how decision-makers respond in ways designed to reduce the negative impacts of environmental uncertainty is critical for explaining organizational performance and stability (Chawla et al, 2012;Perminova, 2011). This study builds upon the literature on general contingency theories (Luthans & Stewart, 1977), types of uncertainty (Milliken, 1990), models of interpretation (Daft & Weick, 1984), and the information uncertainty approach (Kreiser & Marino, 2002) to propose and test an exploratory model that empirically informs the link between a KM enabler and/or contingency variable (PEU, an external pandemic-induced uncertainty factor) and KM processes, which are KS subprocesses (KC and KD behaviors, two internal behavioral indicators).…”

Section: Contextual and Theoretical Underpinningsmentioning

confidence: 99%

A multidimensional approach to making sense of COVID‐19 pandemic‐induced uncertainty: From interpreting to knowledge‐sharing among academics

Cacho

Ribière

Amora

2023

Knowl Process Manag

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This study investigates an exploratory uncertainty‐knowledge sharing model contextualized in terms of uncertainty induced by the COVID‐19 pandemic and based on the integrative framework of contingency theory and models of interpretation. The study attempts to explain the multidimensionality of and relationships between perceived environmental uncertainty types and knowledge‐sharing subprocesses. The presumptive connections between the variables are examined through an empirical study conducted with 224 academics from a large university in the Philippines. The results confirm the multidimensionality of uncertainty induced by the COVID‐19 pandemic and indicate that certain types of uncertainty drive knowledge‐donating and knowledge‐collecting behaviors within a knowledge‐intensive organization. The study offers theoretical and practical implications for reflective decision‐making in critical times and reciprocal intra‐organizational knowledge flows.

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“…Despite the significance of visioning ability in enabling strategic work (Mintzberg, 2000), several studies have noted that the association between these constructs is contingent on both organizational factors and environmental dynamics (Ireland and Hitt, 1999). In this context, Chawla et al (2012) have identified environmental uncertainty as one of the key 221 Time orientation and strategic practices constraints faced by organizations today. Theoretically, research in change management purports either prediction or control to deal with uncertainty (Vecchiato, 2012).…”

Section: Time Orientation and Managerial Behaviormentioning

confidence: 99%

Influence of managers’ time orientation on strategic practices in the UAE

Abu-Rahma

Jaleel

2017

Int Journal of Emerging Mkts

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Purpose -The purpose of this paper is to explore the relationship between time orientation and strategic practices in the context of an Arab country. Toward this end, the paper studies a conditional process model that assesses the role of visioning ability and perceived uncertainty in explaining how future-oriented managers may be better at strategic management. Design/methodology/approach -The study adopts a quantitative research design with closed-ended questionnaires as the main mode of data collection, and applies bootstrapping technique to test the significance and validity of the conditional process model. Findings -The results confirm that time orientation influences strategic practices in an organization through its impact on a manager's visioning ability, when uncertainty in the environment is perceived as low-moderate. The study also notes that local managers in the United Arab Emirates (UAE) tend to be relatively future oriented and demonstrate a greater preference toward strategic work in comparison to operational tasks.Research limitations/implications -The scope of this study has been limited to UAE nationals, and generalization of these results should be done with caution. Future research is recommended on a wider geographical area, such that cross-national results can be used to better understand the concept of time orientation in Arab countries. Originality/value -Findings of this paper contribute to the literature by studying the concept of time orientation in a unique cultural domain. Moreover, by providing a theoretically relevant model for understanding the relationship between time orientation and strategic practices, the study highlights the significance of environmental uncertainty, and the importance of developing the visioning abilities of those involved in strategic roles in an organization.

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Antecedents and implications of uncertainty in management

Cited by 13 publications

References 60 publications

Social Capital and Firm Performance: Moderating Effect of Environmental Turbulence

Social Capital and Firm Performance: Moderating Effect of Environmental Turbulence

A multidimensional approach to making sense of COVID‐19 pandemic‐induced uncertainty: From interpreting to knowledge‐sharing among academics

Influence of managers’ time orientation on strategic practices in the UAE

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