Achieving Adaptive Ends Through Equivocality: A Study of Organizational Antecedents and Consequences
Postprint version. Published in Journal of Business Research, Volume 60, Issue 4, January 1, 2007, pages 305-315.
NOTE: At the time of publication, the author Stern Neill was not yet affiliated with Cal Poly.
The definitive version is available at https://doi.org/10.1016/j.jbusres.2006.10.020.
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.