Causal ambiguity, management perception, and firm performance

Article Abstract:

A study integrates and extends research on causal ambiguity, demonstrating the principal causal paths from ambiguity to performance, discuss the connections between empirical findings and resource-based expectations, and further linkage is developed between causal ambiguity and management perception. Ambiguity, firm performance, and perception are interlinked to make testable propositions and this research is interlinked with studies of causal, and avenues for potential causal ambiguity research are given.

Influence, Bureaucracy, Ambiguity, Organization theory

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Upper echelons theory: An update

Article Abstract:

The upper echelons theory originally stated that the experiences, values and personalities of the executives influence their interpretations of the situations and choices. The author on revision has asked for refinements as reverse causality and endogeneity and effects under different national systems.

Management, Management techniques

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