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Deep uncertainty effects on managerial perceptions: The case of UK firms in the context of Brexit

Deep uncertainty effects on managerial perceptions: The case of UK firms in the context of Brexit
Deep uncertainty effects on managerial perceptions: The case of UK firms in the context of Brexit
Deficiency in information around Brexit has produced tremendous uncertainty. Our study employs perceived environmental uncertainty (PEU) composite-view and directional (state to effect to response) theoretical lens to investigate, through interviews, the impact of information on UK-based senior managers (SMs) and middle-managers (MMs) in understanding and responding to Brexit. Findings reveal the presence of ‘deep uncertainty’ characterized by information deficiency, which reduces the ability to agree on the condition, factors and responses to Brexit and results in pervasive sensemaking. Our findings reveal the suspension of the composite- view and directional flow of PEU. We highlight the implications for strategic decision-making under deep uncertainty: the predominance of sensemaking; strategies need to be agile, responsive and flexible; and SMs/MMs differences in a context of deep uncertainty require trustworthy and deliberate SMs sensemaking and sensegiving to MMs.
0065-0668
Rauseo, Sterling
2f6eab0d-bf11-463b-9bda-0e5443d126ed
Costanzo, Laura
bce28c22-8b70-4176-b523-4e2f59169baf
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
Rauseo, Sterling
2f6eab0d-bf11-463b-9bda-0e5443d126ed
Costanzo, Laura
bce28c22-8b70-4176-b523-4e2f59169baf
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a

Rauseo, Sterling, Costanzo, Laura and Baruch, Yehuda (2019) Deep uncertainty effects on managerial perceptions: The case of UK firms in the context of Brexit. Academy of Management Proceedings, 2019 (1), [13804]. (doi:10.5465/AMBPP.2019.13804abstract).

Record type: Meeting abstract

Abstract

Deficiency in information around Brexit has produced tremendous uncertainty. Our study employs perceived environmental uncertainty (PEU) composite-view and directional (state to effect to response) theoretical lens to investigate, through interviews, the impact of information on UK-based senior managers (SMs) and middle-managers (MMs) in understanding and responding to Brexit. Findings reveal the presence of ‘deep uncertainty’ characterized by information deficiency, which reduces the ability to agree on the condition, factors and responses to Brexit and results in pervasive sensemaking. Our findings reveal the suspension of the composite- view and directional flow of PEU. We highlight the implications for strategic decision-making under deep uncertainty: the predominance of sensemaking; strategies need to be agile, responsive and flexible; and SMs/MMs differences in a context of deep uncertainty require trustworthy and deliberate SMs sensemaking and sensegiving to MMs.

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More information

Published date: 1 August 2019

Identifiers

Local EPrints ID: 434978
URI: http://eprints.soton.ac.uk/id/eprint/434978
ISSN: 0065-0668
PURE UUID: 543b4738-7c74-4632-9dec-91297b53e4ce
ORCID for Laura Costanzo: ORCID iD orcid.org/0000-0002-7197-6778
ORCID for Yehuda Baruch: ORCID iD orcid.org/0000-0002-0678-6273

Catalogue record

Date deposited: 17 Oct 2019 16:30
Last modified: 27 Jan 2020 13:46

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