Strategic Responses of Top Managers to Environmental Uncertainty

Abstract

Managerial perceptions of their organizational environments in terms of environmental uncertainty form the basis of organizational strategies. In this study, it is aimed to determine the organizational strategies, developed in response to perceptions of environmental uncertainty measured by three dimensions, which are environmental dynamism, environmental complexity and environmental munificence. Interviews with 16 top-managers were conducted. The findings of the research demonstrate that top management's perceptions of environmental uncertainty have an impact on their companies' strategic orientations. Although most of the strategies were developed based on the perceptions of environmental munificence, mainly scarcity; only managers perceiving environmental dynamism and environmental complexity tend to form strategic alliances.