Achieving Adaptive Ends Through Equivocality: A Study of Organizational Antecedents and Consequences

Stern Neill, University of Washington - Tacoma Campus
Gregory M. Rose, University of Washington - Tacoma Campus

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Copyright © 2007 Elsevier. The definitive version is available at http://dx.doi.org/10.1016/j.jbusres.2006.10.020.

NOTE: At the time of publication, the author Stern Neill was not yet affiliated with Cal Poly.

Abstract

Confronting complex situations is the hallmark of strategic decision-making. While these situations may be perceived as equivocal, organizations must cope, act, and thrive within such ambiguities. This study explores the manifestation and regulation of equivocality during strategic marketing decision-making. The results indicate that organizations that tolerate ambiguity perceive greater equivocality in problem situations and exhibit greater adaptive behavior; however, the findings come with a caveat: while experienced firms may enjoy these benefits, the situation is more complex for firms with limited product-market knowledge.