Abstract
We examined perceived strategic uncertainty (PSU) and environmental scanning among Hong Kong, Nigerian, and U.S. executives. We posit that PSU and scanning will vary in ways that can be explained by the different institutional contexts, that is, the national environment, within which the decision-makers are embedded. We found that Nigerian decision-makers perceived greater strategic uncertainty in the political/legal, economic, and sources of resources sectors. Hong Kong and U.S. executives, however, perceived greater levels of uncertainty in the technology sector. Furthermore, U.S. decision-makers perceived greater strategic uncertainty in the socio-cultural sector. We discuss the research and managerial implications of the results.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Studies of Management & Organization
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
