Organizational and behavioural consequences of uncertainty: A case study
Version of Record online: 17 SEP 2007
Copyright © 1981 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 2, Issue 3, pages 155–175, July 1981
How to Cite
Clegg, C. and Fitter, M. (1981), Organizational and behavioural consequences of uncertainty: A case study. J. Organiz. Behav., 2: 155–175. doi: 10.1002/job.4030020302
- Issue online: 17 SEP 2007
- Version of Record online: 17 SEP 2007
- Manuscript Revised: 9 JAN 1981
- Manuscript Received: 24 APR 1980
This paper examines some of the organizational and behavioural consequences of uncertainty through consideration of a case study. An industrial firm and its problems are described and an attempt is made to understand the origins of the situation using a systems analysis which draws on constructs from the structural, the behavioural and the ‘bureaucratic’ traditions within organization theory. The analysis demonstrates: that the problems are interrelated and stem from the structural arrangements in the firm which are unable to cope with the prevailing uncertainties; that the behavioural difficulties may be seen as manifestations of the underlying structural/environmental mismatch; and, that the problems are exacerbated by apparently logical but paradoxically inappropriate managerial choices and responses. The implications of this study for theory, practice and method are discussed.