Strategic Management of Uncertainty

Entrepreneurial orientation and SME performance in China’s changing environment: The moderating effects of strategies

“…Such an approach is utilized for both theoretical and practical reasons. First, firms frequently set different goals and apply different strategies based on their interpretation of environmental changes (Boyd, Dess, & Rasheed, 1993;Jauch & Kraft 1986). Thus, it is appropriate to assess firm performance based on different goals pursued by organizations (Rumelt, Schendel, & Teece, 1991).…”

Perceived Environmental Uncertainty for Startups: A Note on Entrepreneurship Research from an Indian Perspective

“…As, the previous sections have shown, a substantial amount of research has focused on an organization's environment, and in most of the studies, uncertainty was the central construct (e.g., Downey & Slocum, 1975;Duncan, 1972;Emery & Trist, 1965;Jauch & Kraft, 1986). A discussion of uncertainty is more pertinent when the decision making is dependent on the future state of the environment, because the future state of it, or the effect of any action based on that decision, is not known.…”

“…Although there still remains a conflict between the significant effects of objective or subjective environment on organizational performance, it is believed that perception mediates between the objective environment to make a meaning of it and take necessary action (Terborg, 1981;Jauch & Kraft, 1986). Milliken (1987) tried to aggregate these two concepts and proposed three types of perceived environmental uncertainty: state, effect, and response.…”

“…The above discussion is based on research into measures of environmental components related to uncertainty that have been developed extensively for large firms in emerging countries (e.g., Aldrich, 1979;Boulton et al 1982;Duncan, 1972;Hambrick, 1983;Jauch & Kraft, 1986;Pfeffer & Salancik, 1978). This phenomenon has been largely ignored for startups in an emerging country context.…”

Towards a philosophy of strategy: reassessing five critical dilemmas in strategy formulation and change

“…However, a second school contends that risk reduction is the primary responsibility of top management ( Jauch and Kraft, 1986). Executives therefore, should be skilled at processing information so that risk can be avoided, or at least severely minimized, in strategy formulation.…”