Understanding and Managing the Unknown

Abbott, John

doi:10.1177/0739456x04267710

Cited by 152 publications

(46 citation statements)

References 21 publications

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“…To improve the understanding, we should make a distinction between the organization, the transactional environment, and the contextual environment (Abbott, 2005). This classification of the environment is almost consistent with classification of Dell (1958in Priem, Love & Shaffer, 2002 into duty and public environments and classification of Milliken (1987) into micro-environment (including competitors, demand, market and supply) and macro environment (state and technological environment).…”

Section: Source Of Uncertaintymentioning

confidence: 99%

“…This is somehow close to the results of Friend and Jessop's classic study on the perceptions of state workers and policy makers of the uncertainty. They identified three dimensions of uncertainty that affect the decision-making process as: Working Environment Uncertainty (UE), Guiding Values (UV), and Choices and Related Agendas (UR) (Abbott, 2005). Miller (1988) suggests that the relationship between the perceived uncertainty and strategy is more important than other parameters (Gerloff et al, 1991).…”

Section: Uncertainty and Planningmentioning

confidence: 99%

“…When people come together to solve a problem, there is high uncertainty about the interests and intentions of others, the issue that must be resolved and possible means to solve the problem. (Abbott, 2005). Marris (1987) believed that planning means controlling uncertainty with actions to secure future, or providing actions that will be done if certain future events come true.…”

Section: Uncertainty and Planningmentioning

confidence: 99%

“…This process creates uncertainty for individuals and organizations involved. Abbott (2005), distinguished between three types of process uncertainty: uncertainty in knowledge of the environment, uncertainty about the intentions of other people and organizations, and uncertainty about appropriate value judgments. This is somehow close to the results of Friend and Jessop's classic study on the perceptions of state workers and policy makers of the uncertainty.…”

Section: Uncertainty and Planningmentioning

confidence: 99%

“…It is because lack of understanding and facing uncertainty in organizational decision-making, cost too much. These costs arise in the form of unforeseen results, negative effects or lost opportunities (Abbott, 2005).…”

Section: Introductionmentioning

confidence: 99%

See 4 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: Source Of Uncertaintymentioning

confidence: 99%

Section: Uncertainty and Planningmentioning

confidence: 99%

Section: Uncertainty and Planningmentioning

confidence: 99%

Section: Uncertainty and Planningmentioning

confidence: 99%

Section: Introductionmentioning

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

View full text Add to dashboard Cite

show abstract

A simulated annealing approach for reliability‐based chance‐constrained programming

Sakallı

2013

Appl Stoch Models Bus & Ind

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The chance-constrained programming (CCP) is a well-known and widely used stochastic programming approach. In the CCP approach, determining the confidence levels of the constraints at the beginning of solution process is a critical issue for optimality. On one hand, it is possible to obtain better solutions at different confidence levels. On the other hand, the decision makers prefer to simplify their choices instead of grappling with the details such as determining confidence levels for all chance constraints. Reliability is an effective tool that enables the decision maker to look over the system integrity. In this paper, the CCP is considered as a reliability-based nonlinear multiobjective model, and a simulated annealing (SA) algorithm is developed to solve the model. The SA represents different solution alternatives at the different reliability degrees to the decision makers by performing different confidence levels. Thus, the decision makers have the opportunity to make more effective decisions.

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Community resilience implications for institutional response under uncertainty: Cases of the floods in Wayanad, India and the earthquake in Port‐au‐Prince, Haiti

Koshy

Smith

2023

Sustainable Development

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While trajectories of community resourcefulness, solidarity, and mutual trust during and following environmental crises are abound in the literature, how these trajectories are taken into consideration and influences spatial planners, humanitarians and decision makers working under uncertainty remains under documented. Our article explores the concept of community resilience in action to illustrate where community resilience in action is supported, hindered or ignored by the state and non‐state organizations. Through an inductive epistemological approach, it draws examples from the exploratory fieldwork of two case studies and interviews in settlements in developmental contexts where the inhabitants, built environments and livelihoods have been severely affected following a hazardous event. Using observations and testimonies from Wayanad, a hill district in India affected by heavy monsoon floods in 2018 and 2019, and from marketplaces in Port‐au‐Prince, Haiti, following the 2010 earthquake, the article discusses how understandings of community resilience in action in post‐disaster developmental contexts could contribute to enhancing institutional responses under uncertainty.

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Understanding and Managing the Unknown

Cited by 152 publications

References 21 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

A simulated annealing approach for reliability‐based chance‐constrained programming

Community resilience implications for institutional response under uncertainty: Cases of the floods in Wayanad, India and the earthquake in Port‐au‐Prince, Haiti

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