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Being Uncertain: The Relationship Between Entrepreneurial Orientation And Environmental Uncertainty

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  • K. MARK WEAVER

    (College of Business, Rowan University, USA)

  • PAT H. DICKSON

    (DuPree College of Management, Georgia Institute of Technology, USA)

  • BRIAN GIBSON

    (Department of Commerce, University of Newcastle, Australia)

  • ANDREW TURNER

    (Culverhouse College of Commerce and Business Administration, University of Alabama, USA)

Abstract

The manner in which the key managers of entrepreneurial firms perceive the environment of the firm has important implications for decisions regarding organizational structure, processes and performance. Entrepreneurial behavior has traditionally been characterized as one type of strategic response to uncertain environments. This research takes a unique position in exploring how the entrepreneurial orientation of the firm's key manager may in fact influence managerial perceptions of the environment. Utilizing survey data drawn from more than 800 key managers in three countries this study proposes and tests a model of perceived uncertainty. The results suggest that the greater the entrepreneurial orientation of the key manager the more likely he or she is to characterize the environment of the firm as uncertain. Although this relationship holds true in general the results also suggest that there are strong differences in the relationship across countries and industries and that certain firm characteristics have a potential impact on managerial perceptions.

Suggested Citation

  • K. Mark Weaver & Pat H. Dickson & Brian Gibson & Andrew Turner, 2002. "Being Uncertain: The Relationship Between Entrepreneurial Orientation And Environmental Uncertainty," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 10(02), pages 87-105.
    • Handle: RePEc:wsi:jecxxx:v:10:y:2002:i:02:n:s0218495802000153
    DOI: 10.1142/S0218495802000153
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    Cited by:

    1. Bradley A. George & Louis Marino, 2011. "The Epistemology of Entrepreneurial Orientation: Conceptual Formation, Modeling, and Operationalization," Entrepreneurship Theory and Practice, , vol. 35(5), pages 989-1024, September.
    2. Dev K. Dutta & Vishal K. Gupta & Xiujian Chen, 2016. "A Tale of Three Strategic Orientations: A Moderated-Mediation Framework of the Impact of Entrepreneurial Orientation, Market Orientation, and Learning Orientation on Firm Performance," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 24(03), pages 313-348, September.
    3. McKelvie, Alexander & Haynie, J. Michael & Gustavsson, Veronica, 2011. "Unpacking the uncertainty construct: Implications for entrepreneurial action," Journal of Business Venturing, Elsevier, vol. 26(3), pages 273-292, May.
    4. Jeffrey G. Covin & Danny Miller, 2014. "International Entrepreneurial Orientation: Conceptual Considerations, Research Themes, Measurement Issues, and Future Research Directions," Entrepreneurship Theory and Practice, , vol. 38(1), pages 11-44, January.
    5. Simpson, Joseph J. & Sariol, Marcie, 2022. "Uncertainty, entrepreneurial orientation, and the pursuit of M&A: Managing the unpredictable," Journal of Business Research, Elsevier, vol. 142(C), pages 423-434.

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