Three types of perceived uncertainty about the environment: state, effect, and response uncertainty

Article Abstract:

A review of the literature on environmental uncertainties reveals a number of inconsistencies in the conceptualization and measurement of uncertainty. This confusion may be caused by a failure to differentiate between three types of perceived environmental uncertainty: state, effect, and response uncertainty. These types are described and their effect on administrative behavior is discussed. The three forms of uncertainty discussed may be defined as: uncertainty related to the environmental state (state uncertainty), uncertainty as to the effect of the environment or environmental changes on the individual (effect uncertainty), and uncertainty as to the number and type of individual responses to a given environment or environmental change (response uncertainty).

Measurement, Work environment, Organizational behavior, Uncertainty

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Cognition and corporate governance: understanding boards of directors as strategic decision-making groups

Article Abstract:

Management researchers should consider demographic data of company boards of directors in research studies that link such data with corporate performance. Board dynamics has been derived from qualitative and quantitative descriptions of the boards of large, for-profit corporations. It must also be noted that the tasks of profit and non-profit corporate boards differ immensely, therefore research input from various companies must be revised to distinguish the legal status of nonprofit boards and the serve function of the for-profit boards.

Methods, Corporate directors, Industrial research, Management research

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Searching for common threads: understanding the multiple effects of diversity in organizational groups

Article Abstract:

In this article, we review and evaluate recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns. We argue that diversity in the composition of organizational groups affects outcomes such as turnover and performance through its impact on affective, cognitive, communication, and symbolic processes. (Reprinted by permission of the publisher.)

Demographic aspects, Organizational effectiveness, Workplace multiculturalism, Workplace diversity

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