Three Components of Perceived Environmental Uncertainty: An Exploratory Analysis of the Effects of Aggregation

Gerloff, Edwin A.; Muir, Nan Kanoff; Bodensteiner, Wayne D.

doi:10.1177/014920639101700408

Cited by 92 publications

(104 citation statements)

References 19 publications

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“…Downey, Hellriegel, and Slocum (1975) confirmed the validity and reliability of the tool by making modifications to it, i.e. they used the sum of the scores of questions relating to a subject rather than the sum of the scores of micro-environment (Gerloff, Muir, & Bodensteiner, 1991).…”

Section: Perceptual Measures Of Uncertaintymentioning

confidence: 86%

“…That is because most of the studies have used environmental variability index for validation process, and environment variability evaluation measures is inadequate for this purpose (Gerloff et al, 1991). It means that it is not only the change or rapid rate of change that creates environmental uncertainty, but also unpredictable changes which are the main driver of uncertainty (Milliken, 1987;McIver et al, 2009).…”

Section: Perceptual Measures Of Uncertaintymentioning

confidence: 99%

“…Therefore, top managers of the organization face with such uncertainty when choosing among different strategies or when determining the appropriate response (Milliken, 1987). Gerloff et al (1991) argued that in conceptual perspective, the relationship between the components of Milliken' model must be from state uncertainty to effect and then response uncertainty. Ashil & Jobber (2010) showed that state uncertainty is associated with effect uncertainty and effect uncertainty is related to response uncertainty.…”

Section: Mixed Measures Of Uncertaintymentioning

confidence: 99%

“…According to them, the reason is that our understanding of sub-criteria uncertainty is better developed and we should move forward to one-dimensional uncertainty rather than multidimensional one. Milliken also didn't believe in accumulating various indexes, and believed that disaggregated indexes are superior to aggregated ones (Gerloff et al, 1991).…”

Section: Aggregation Versus Disaggregation Approaches To Uncertaintymentioning

confidence: 99%

See 3 more Smart Citations

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

Samsami¹,

Hosseini²,

Kordnaeij³

et al. 2015

IJBM

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Uncertainty surrounds all aspects of organizations' lives. We rarely find studies in the field of organization and management not mentioned the phenomenon of environmental uncertainty. Despite the ubiquity of studies around the topic, there are many incompatibilities and inconsistencies in the definition and application of the concept. In this paper we try to classify the main issues and controversies around the topic and review some of the outstanding studies in this regard. As the ultimate goal of studying uncertainty in organization is to face it in the choice of appropriate strategies, we also have a brief review on the impacts of environmental uncertainty on organizational strategic decisions and managers' actions. Finally, we refer to some of the frameworks and approaches that are mainly presented in the field of strategic management for dealing with uncertainty, and resolving the strategy paradox between uncertainty and commitment to strategies.

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Section: Perceptual Measures Of Uncertaintymentioning

confidence: 86%

Section: Perceptual Measures Of Uncertaintymentioning

confidence: 99%

Section: Mixed Measures Of Uncertaintymentioning

confidence: 99%

Section: Aggregation Versus Disaggregation Approaches To Uncertaintymentioning

confidence: 99%

See 2 more Smart Citations

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

Samsami¹,

Hosseini²,

Kordnaeij³

et al. 2015

IJBM

View full text Add to dashboard Cite

show abstract

“…For example, an Iranian entrepreneur might not be sure about entering the international markets after international sanctions have been lifted. In this model, three types of uncertainty occur sequentially, as entrepreneurs first scan the state of the environment and then interpret how the environment affects the organization before deciding how to respond [23,32].…”

Section: Style Of Thinkingmentioning

confidence: 99%

Does Thinking Style Make a Difference in Environmental Perception and Orientation? Evidence from Entrepreneurs in Post-Sanction Iran

2018

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Styles of thinking set different paths for an entrepreneur's perception and strategic action. In order to understand the environmental consequences of a thinking style, we investigated the relations between entrepreneurs' linear and nonlinear styles of thinking with their perception of environmental uncertainty in their businesses. Furthermore, we tested the effect of the entrepreneurs' linear and nonlinear style of thinking on their newly established firms' orientation towards preserving the surrounding internal and external environment. Entrepreneurs with linear or rational thinking styles prefer more tangible data, information, facts, and analytical tools, and entrepreneurs with nonlinear or non-rational thinking styles rely more on internal feelings, impressions, imagination, creativity, and sensations when making important organizational decisions. By using cross-sectional survey data from 144 entrepreneurs in post-sanction Iran (2016-2017), we found that entrepreneurs with a linear style of thinking, in comparison to entrepreneurs with a nonlinear style of thinking, perceive a higher level of environmental state, effect, and response uncertainty in their business context. Furthermore, our survey results reveal that newly established firms by entrepreneurs with nonlinear styles of thinking have a more external environmental orientation, while newly established firms by entrepreneurs with a linear style of thinking have a more internal environmental orientation. Recognizing this contingency advances our understanding of how entrepreneurs perceive and enact their environments.

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Choosing strategic responses to address emerging environmental regulations: size, perceived influence and uncertainty

2007

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How companies respond to impending regulations is a signifi cant aspect of corporate strategy. Regulations, especially environmental regulations, are expanding quickly and increasingly important to fi rm success. The threat of impending environmental regulation forces companies to choose levels of strategic responses on a continuum from passive to active. Using practitioner oriented research and existing theoretical models of corporate response, this study fi nds that the type of strategic response is negatively related to size, positively related to state uncertainty and negatively related to effect/response uncertainty. Based on existing literature and the results of this study, the paper suggests that simplifying the uncertainty construct could lead to more defi nitive fi ndings in future research. The study results also suggest that a curvilinear relationship may exist between managerial perception of infl uence and level of strategic response.Most importantly, the fi ndings could have a signifi cant impact on fi rm decision making regarding environmental investments. For example, it is hoped that fi rms will be able to use the fi ndings of this study to further understand and anticipate their competitors' decisions. Practitioners may also benefi t from the conclusions on uncertainty in that they may be able to more cleanly parse the types of uncertainty immersed in impending environmental regulations. Finally, fi rms may be better able to understand decisions by their own managers and their competitors' managers in terms of their perceived infl uence over the regulatory process.

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Three Components of Perceived Environmental Uncertainty: An Exploratory Analysis of the Effects of Aggregation

Cited by 92 publications

References 19 publications

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

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

Does Thinking Style Make a Difference in Environmental Perception and Orientation? Evidence from Entrepreneurs in Post-Sanction Iran

Choosing strategic responses to address emerging environmental regulations: size, perceived influence and uncertainty

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