ORGANIZATIONAL ENVIRONMENT, DIFFERENTIATION AND PERCEIVED ENVIRONMENTAL UNCERTAINTY1 (original) (raw)

Impact of Environmental Uncertainty and Organizational

Pacific Asia Journal of the Association for Information Systems, 2009

Today, ERP is used to help most of firms processing volumes of information under more uncertainty and more competitive environments. This study aims to investigate how ERP performance is affected under the environmental uncertainty. Using organizational information processing theory (OIPT), we propose that environmental uncertainty affects organizational context, which in turn influence ERP overall benefits. A subunit (such as manufacturing plant or different functional department) level survey is used to collect data. The partial least squares technique indicates that environmental uncertainty has a positive impact on organizational context. Organizational context has a direct and mediating impact on ERP overall benefits. The paper concludes with discussions and Implications for both researchers and practitioners.

Environmental determination or organizational design: An exploration of organizational decision making under environmental uncertainty

Simulation Modelling Practice and Theory, 2006

The relationship between the environment and organizational designs has been a main focus for the past several decades, often with different and even opposing views. Through a computer simulation model, this study attempts to provide a coherent framework by exploring how environmental uncertainty affects organizational decision making performance in an open systems setting where organizations can have different design conditions such as simple versus complex structures and operational versus experiential decision procedures. Results from this study suggest that, while distinctive effects indeed exist, there are important linkages between the environmental condition and the organizational design in affecting organizational performance.

Uncertainty of organizational environment Pdf

An organization's environment normally can be well studied from two perfectives, which are the extent of change and the level of complexity. The extent of change considers the stability and instability of the environment and complexity of environment depends on the number of inconsistent pattern which are liable to vary and resulting in either complex or a simple environment. This paper therefore seeks to provide an overview of organizational environment, and discuss the uncertainty of organizational environment in developing countries. It started with the introduction of both terms organization and environment. It explains the developing countries perspective and the uncertainty of its environment, and identifies the factors that contribute to a grown climate of uncertainty in developing countries It goes on analyses the impact of uncertainty of environment towards organizational performance caused by political system, economic, socio cultural, legal, technology and demographic factors and tries to elaborate the best practice of SWOT analysis in managing organizational environment. After that it ended up by a conclusion.

The analysis of the contemporary environment impact upon organizational operations

2010

Organizational operation is determined by the environment it operates in. The environment sets the conditions and limitations for organizational operation. This work is an empiric research into the environmental impact upon organizational operation in Serbia. It defines a set of relevant variables in the environment which are known to affect the operation of organizations, and uses a sample of more than 70 organizations to identify a certain number of factors that condition these changes. These factors are then analyzed from the point of view of their integrity in the business process based on value adding, and stretching from the supplier to the consumer.

Managerial Behavior, Environmental Dynamics and Organizational Performance

International Journal of Academic Research in Business and Social Sciences, 2021

The performance of organizational reflects the result of the implementation of various strategies adopted by the organization. Different organizations use varying measures of performance. A recent study suggests that managerial practices are strongly connected with firm or organizational performance. A previous study discovered significant disparities in management practices among organizational and nations, and that these practices were closely linked to organizational innovation and other performance indicators including profitability and survival rates. From that, this study aims to propose a model based on the combination of managerial leadership, managerial competence, and managerial ties toward organizational performance. Also, this study highlights the role of environmental dynamics as a moderating variable. Thus, disparities in management practices were discovered to be bigger within nations than across countries, showing that some organizational and industrial elements are at least as important as the overall business environment in shaping management performance. This is due to the organization's significant contribution to a country's economic development.

Environmental change and organizational transformation

Industrial and corporate change, 2005

Organizational adaptation to environmental change has long been an important research concern for management scholars. In the absence of an appropriate response, changes in the contextual forces surrounding organizations can cause a firm to lose an important customer ...

Organizational Responses to Environmental Demands: Opening the Black Box

This article combines new and old institutionalism to explain differences in organizational strategies. We propose that differences in the influence of corporate departments lead their facilities to prioritize different external pressures and thus adopt different management practices. Specifically, we argue that external constituents-including customers, regulators, legislators, local communities, and environmental activist organizations-who interact with influential corporate departments are more likely to affect facility managers' decisions. As a result, managers of facilities that are subjected to comparable institutional pressures adopt distinct sets of management practices that appease different external constituents. We test our framework in the context of the adoption of environmental management practices using an original survey and archival data obtained for nearly 500 facilities. We find support for these hypotheses. 18 The original model's BIC value of 983.90 is 7.6 units lower (better) than the alternative model's (BIC of 991.5), providing 'strong evidence' that the original model is superior (Arbuckle, 2006: 333;. The small difference in BCC values (0.6) indicates that there is 'no credible evidence' that either model is superior (Arbuckle, 2006: 330; Burnham and Anderson, 1998: 128).

Elbanna, S., & Alhwarai, M. 2012. The influence of environmental uncertainty and hostility on organization performance, UAEU-FBE-Working Paper Series: 1-23. AlAin: UAEU.

ABSTRACT This paper has two purposes. The first, main, purpose is to investigate the influence of environmental uncertainty and hostility on organizational performance over two independent samples. The second purpose is to assess whether there are any significant differences between the perceptions of environmental uncertainty and hostility between Egyptian and United Arab Emirates (UAE) managers. The assessment of the two measurement scales, the test of the two samples, hypothesised relationships represented in the conceptual model, and the main factors differences over the two samples were conducted with the use of AMOS 6 and SPSS 14. Our results show that product uncertainty and hostility have negative influence on organizational performance over the two samples. Competition and economic uncertainty have no relation with organizational performance over the two samples. Moreover, Egyptian managers perceive environmental uncertainty and hostility factors as significantly higher than do UAE managers. Keywords: Environmental uncertainty; hostility; organizational performance; Egypt; United Arab Emirates; AMOS 6

Between a Rock and a Hard Place: Organizational Change and Performance Under Conditions of Fundamental Environmental Transformation

This paper examines the proposition that change is detrimental to organizational performance and survival chances. I propose that organizational change may benefit organizational performance and survival chances if it occurs in response to dramatic restructuring of environmental conditions and if it builds on established routines and competences. These propositions are tested on the savings and loan industry in California, which has experienced technological, economic, and regulatory shifts that have forced savings and loan associations to change or die. Findings indicate that most changes enhance financial performance, one is harmful to performance, and three diminish failure rates. These results support the model developed here and suggest that the question of whether change is hazardous should be replaced by the questions of under what conditions change may be hazardous or helpful and whether the direction of change affects its impact on performance and survival.

The effects of executive turnover on top management team's environmental scanning behavior after an environmental change

Journal of Business Research, 2006

This study explores how the scope of managerial environmental scanning changes after an environmental shift. Using the context of deregulation in airline industry, I examined both within-and across-sector scanning embodied in the presidents' letters in the annual reports between 1973 and 1986. The results indicate that: 1) top management teams (TMTs) who experienced large turnover in membership tended to have broader scope of environmental scanning, both within and across different sectors; 2) TMT demographic heterogeneity positively moderated such linkage between executive turnover and environmental scanning; and 3) output-orientation in top team members' functional background had a positive main effect on the scope of environmental scanning. The results of this study offer a new insight on the effects of executive turnover and the subsequent changes in TMT composition on environmental scanning.