Strategic Uncertainty And Environmental Scanning Behaviors Among CEOs In Ghana

Abstract

Fifty-nine CEOs from sectors across the country were sampled concerning their views on perceived uncertainty in seven environmental sectors and how it affects scanning behavior across the sectors. It was observed that the sectors in the task environment produced more strategic uncertainty than did sectors in the general environment. The results also showed that environmental scanning correlated positively with strategic uncertainty but that the frequency at which the environment is scanned varied across firms and industries and was CEO-specific. Moreover, when sector uncertainty was high, scanning involved a greater use of personal and external sources.