Managing Environmental Uncertainty: From Conceptual Review to Strategic Management Point of View

Samsami, Fardis; Hosseini, Seyed Hamid Khodadad; Kordnaeij, Asadollah; Azar, Adel

doi:10.5539/ijbm.v10n7p215

Cited by 30 publications

(41 citation statements)

References 42 publications

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“…Milliken (1987) argued that uncertainty stems from a lack of clear understanding of the conditions the firm faces; it arises when managers perceive their business environment or one of its components as unpredictable. It possibly contributes to firm performance in a positive or negative way (Samsami et al, 2015;Simangunsong et al, 2012).…”

Section: Environmental Uncertaintymentioning

confidence: 99%

“…Environmental uncertainty can be caused by various factors (Paulraj and Chen, 2007;Samsami et al, 2015). Davis's (1993) work is one of the first that classifies the two major sources of uncertainty, i.e.…”

Section: Sources Of Environmental Uncertaintymentioning

confidence: 99%

“…Uncertainty can contribute to firm performance in a positive or negative way (Samsami et al, 2015;Simangunsong et al, 2012). As illustrated by Aragón-Correa and Rubio-López (2007), a corporate environmental strategy may be contingent with the business environment.…”

Section: Moderator Role Of Environmental Uncertaintymentioning

confidence: 99%

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Associating the motivation with the practices of firms going green: the moderator role of environmental uncertainty

Shiah

2016

SCM

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Purpose This study aims to explore the moderation effect of environment uncertainties (supply, competition and demand) in the relationship between a firm’s drivers (internal and external) and practices (purchasing, design and manufacturing, logistics and internal management) when going green. Design/methodology/approach The questionnaire survey was utilized in this study. The survey was distributed to 981 electronic manufacturing companies, with 174 valid responses collected (a response rate of 17.74 per cent). Confirmatory factor analysis and regression models were then conducted to test the result. Findings The result indicates that both the internal and external drivers have significant influence on the adoption of green-related practices when firms go green. It is further confirmed that the practice of green purchasing is significantly influenced by the moderator of environmental uncertainty. Moreover, supply uncertainty has the most significant influence on numerous green practices, such as green purchasing, internal management and green logistics. Originality/value This paper measures the drivers, practices and environmental uncertainty of firms going green from multiple perspectives. It provides guidance to practitioners on how to choose appropriate practices in accordance with the uncertainties they are facing.

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Section: Environmental Uncertaintymentioning

confidence: 99%

Section: Sources Of Environmental Uncertaintymentioning

confidence: 99%

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Associating the motivation with the practices of firms going green: the moderator role of environmental uncertainty

Shiah

2016

SCM

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“…According to the latest forecasts, the level of uncertainty in the business environment will increase in the coming years [4,5]. Uncertainty in organization is to face it in the choice of appropriate strategies [6]. Due to those changes managers or chiefs executive must anticipate, articulate and manage change.…”

Section: Introductionmentioning

confidence: 99%

New Technologies and Innovative Solutions in the Development Strategies of Energy Enterprises

Borowski

2020

HighTech. Innov. J.

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Energy companies face challenges arising from the ecological, social and legal environment. The reduction of negative impact on the environment and society while maintaining sustainable development affects the formation of new development strategies and push to introduce the state of art innovative technologies. The main aim of the research is to analyze the importance and role of the adaptation strategy to external requirements and to determine the mechanisms of the occurrence of passive and active adaptation. As a new approach to carrying out strategic analysis, two models were used simultaneously (inductive and hypothetical-deductive) which allows for realization qualitative (interviews, observations) and quantitative (statistical analysis) research methods generally called mixed methods. The study was conducted on the basis of mixed-method analysis of adaptations strategies of enterprises from the energy sector. The results of the conducted research show the influence of particular macroeconomic elements (e.g. technologies, ecologies) on making strategic decisions. The issue of adapting an enterprise to its environment is also related to its involvement in the research and development (R&D) sphere. Depending on the size of the company there are different amounts dedicated to R&D. Regulations and the technological environment force innovations of energy companies in the direction of reducing harmful impact on the environment and society. Legal and political factors (both national and EU) determine the activities of power companies (in each group: small, medium and large) and determine the choice of adaptation strategies. The intensity of adaptation to the requirements of the environment changes depends on the size of the company. Power companies apply passive adaptation strategies and as they increase their position on the market, they begin to implement an active adaptation strategy.

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“…According to the latest forecasts, the level of uncertainty in the business environment will increase in the coming years (Eoyang & Holladay 2013;Conteh et al, 2014). Uncertainty in organization is to face it in the choice of appropriate strategies (Samsami et al 2015). Due to those changes managers or chiefs executive must anticipate, articulate and manage change.…”

Section: Introductionmentioning

confidence: 99%

Adaptation strategies in energy sector enterprises

Borowski

2020

Preprint

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Background Energy companies face challenges arising from the ecological, social and legal environment. The reduction of negative impact on the environment and society while maintaining sustainable development affects the formation of new development strategies. Adaptation strategy to external requirements is the subject of completed research. Methods As a new approach to carrying out strategic analysis, two models were used simultaneously (inductive and hypothetical-deductive) which allows for realization qualitative (interviews, observations) and quantitative (statistical analysis) research methods generally called multimode methods. That is why induction and hypothetical-deductive models were used in the study to correctly formulate generalizations and put forward appropriate hypotheses. The study was conducted on the basis of enterprises from the energy sector, and the adaptation strategy was presented as a new approach in the energy sector, moving out or proposing the theory of active and passive adaptation. The study analyzed the relationship between the macro environment (political, legal, social, technological) and the implemented adaptation strategy in energy enterprises. Results The results of the conducted surveys show the impact of macroenironmental elements on strategic decisions. Power companies quite highly assess the impact of the national and EU legal and political environment on the actions taken. There is also association in the decision process concerning the frequency of market analysis in the group of enterprises. Conclusion The issue of adapting the enterprise to the environment is concerning its involvement in the field of research and development (R + D). Depending on the size of the company, there is a difference in the number of companies carrying out research on their own side or by outsourcing. Regulations and the technological environment force innovations of energy companies in the direction of reducing harmful impact on the environment and society. Legal and political factors (both national and EU) determine the activities of power companies (in each group: small, medium and large) and determine the choice of adaptation strategies. The intensity of adaptation to the requirements of the environment changes depends on the size of the company. Power companies apply passive adaptation strategies and as they increase their position on the market, they begin to implement an active adaptation strategy.

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Managing Environmental Uncertainty: From Conceptual Review to Strategic Management Point of View

Cited by 30 publications

References 42 publications

Associating the motivation with the practices of firms going green: the moderator role of environmental uncertainty

Associating the motivation with the practices of firms going green: the moderator role of environmental uncertainty

New Technologies and Innovative Solutions in the Development Strategies of Energy Enterprises

Adaptation strategies in energy sector enterprises

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