2. Organizational Uncertainty
The ever-changing environment of an organization
creates uncertainty
Uncertainty can pose either opportunities or challenges
that an organization must deal with in order to succeed
4. Complexity
Environmental complexity is a function of strength, number, and
interconnectedness of the specific and general forces that an
organization has to manage
It is the degree to which an organization is related to the various
environmental forces that an organization deals with, such as
suppliers, technology, and customers
The effect of multiple environmental forces acting simultaneously
creates uncertainty on the organization
5. Complexity can increase greatly when specific &
general forces in the environment become
interconnected
The more complex an organization’s
environment, the greater the uncertainty about that
environment
6. Richness
Environmental richness is a function of the amount of
resources available to support an organization’s domain
Richness is the abundance of resources with an
organization’s environment, such as the availability of skilled
workers
Poor environments increase uncertainty due to multiple
organizations seeking to gain control over limited resources
7. In Rich environments, uncertainty is low because
resources are plentiful – org need not compete for
them
Environments may be poor for two reasons
1) An org is located in a poor region of a country
2) There is a high level of competition and orgs are fighting
over available resources
These battles result in uncertainty for an org
8. Dynamism
Environmental dynamism is a function of how much and how
quickly forces in the specific and general environments
change over time and thus increases the uncertainty an org
faces
Dynamism is the degree of change of the various
environmental factors that affect an organization, such as the
availability of raw materials from suppliers
Organizations operating globally have a greater degree of
dynamism to deal with, creating more uncertainty