Beyond Managing Uncertainty: Insights From Studying Equivocality in the Fuzzy Front End of Product and Process Innovation Projects

A linguistic approach to assess the dynamics of design team preference in concept selection

“…There is also the problem of equivocality, wherein stakeholders may have differing and competing interpretations of likelihoods of success, which requires negotiation and discussion between stakeholders to 'make sense' of the situation [36]. In short, during this phase, preferences are mutable because uncertainties are high and equivocality is low [8]. Under such circumstances, supporting the decision-makers to resolve uncertainties by pushing them toward accuracy through the axioms of expected utility theory downplays the dynamics of preference change.…”

Unraveling equivocality in evaluation of information systems projects

“…Varying interests and functional backgrounds among different departments as well as interdepartmental relations are suspected to be the backdrop of this situation. This factor is also induced by issues related to the project team members, such as involvement of new members at later stages and personal conflicts (Frishammar et al 2011 (Keil and Flatto 1999). We hence propose that:…”

“…Uncertainty refers to the lack or absence of information to both define current and predict upcoming situations that are typically reduced by acquiring additional data or information; uncertainty resides in the sphere of managing and processing information (Malhotra 2001;Zack 2007 views and judgements) among decision-makers (Frishammar et al 2011). Swink and Schoenherr (2015) explain that decision-makers may obtain information to reduce uncertainty; however, the next course of action will not be a clear-cut decision as the meaning of the acquired information may be unclear and has different interpretations (i.e., equivocality).…”

“…Equivocal situations have been associated with the demand and provision of particular data or information, such as the demand for richer information or the desirability for more and different types of information. It is alleged that information-processing activities are different when dealing with equivocal situations and that decision-makers need to examine the problems or situations beyond their usual contexts (Frishammar et al 2011). (Griesinger 1990).…”

“…The novelty of the projects might cause difficulties in composing the data and then benchmarking the performance (Levander et al 2011). Indeterminable, lack of clarity, and little data/information are alleged to cause equivocal situations as evaluators/decisionmakers will interpret the situations from vague cues and use that to negotiate the next course of action (Frishammar et al 2011;Hantula and DeNicolis Bragger 1999;Levander et al 2011). We hence propose that: (2) it should focus on a full range of benefits or outcomes, both tangible and intangible; and,…”