Tolerance of ambiguity and emotional attitudes in a changing business environment A case of Greek IT CEOs

Tolerance of ambiguity and emotional attitudes in a changing business environment A case of Greek... Purpose – The aim of the research is to investigate the influence of emotional attitudes towards change on managers' tolerance of ambiguity. Design/methodology/approach – A total of 70 CEOs of Greek IT firms completed questionnaires examining tolerance of ambiguity, emotional attitudes towards change ambiguity and job satisfaction. Principal components analysis and ordinary regression analyses were used to explore the hypotheses. Findings – The paper finds that three factors characterize managers' emotional attitudes towards change, namely dominance, arousal, and pleasure. Furthermore, it indicates that job satisfaction can be taken as a critical intervention variable that “energizes” managers' arousal (i.e. stimulation, excitement and frenzy) which, in turn, influences their tolerance of ambiguity. Research limitations/implications – Deeper and broader level of research is necessary in Greek IT industry regarding the influence of emotional attitudes on tolerance of ambiguity. Likewise, this research should be expanded to other industries. Practical implications – The findings provide further support on the significance of emotional attitudes during change and the paper suggests policies to enhance managers' tolerance of ambiguity. Originality/value – The originality of this study lies in the finding that job satisfaction energizes the arousal factor, which, in turn, influences significantly managers' tolerance of ambiguity. Another important contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Strategy and Management Emerald Publishing

Tolerance of ambiguity and emotional attitudes in a changing business environment A case of Greek IT CEOs

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1755-425X
DOI
10.1108/17554251111110113
Publisher site
See Article on Publisher Site

Abstract

Purpose – The aim of the research is to investigate the influence of emotional attitudes towards change on managers' tolerance of ambiguity. Design/methodology/approach – A total of 70 CEOs of Greek IT firms completed questionnaires examining tolerance of ambiguity, emotional attitudes towards change ambiguity and job satisfaction. Principal components analysis and ordinary regression analyses were used to explore the hypotheses. Findings – The paper finds that three factors characterize managers' emotional attitudes towards change, namely dominance, arousal, and pleasure. Furthermore, it indicates that job satisfaction can be taken as a critical intervention variable that “energizes” managers' arousal (i.e. stimulation, excitement and frenzy) which, in turn, influences their tolerance of ambiguity. Research limitations/implications – Deeper and broader level of research is necessary in Greek IT industry regarding the influence of emotional attitudes on tolerance of ambiguity. Likewise, this research should be expanded to other industries. Practical implications – The findings provide further support on the significance of emotional attitudes during change and the paper suggests policies to enhance managers' tolerance of ambiguity. Originality/value – The originality of this study lies in the finding that job satisfaction energizes the arousal factor, which, in turn, influences significantly managers' tolerance of ambiguity. Another important contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area.

Journal

Journal of Strategy and ManagementEmerald Publishing

Published: Feb 22, 2011

Keywords: Attitudes; Job satisfaction; Greece

References

  • Economic integration and strategic change: the role of managers' mental models
    Adamides, E.; Stramboulis, Y.; Kanellopoulos, V.
  • Intolerance of ambiguity as a moderator of the occupational role stress‐strain relationship
    Frone, M.
  • The moderating role of task characteristics in determining responses to a stressful work simulation
    Jimmieson, N.L.; Terry, D.J.
  • Leading change: why transformation efforts fail
    Kotter, J.P.
  • The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: a unit‐level, longitudinal study
    Koys, D.J.
  • Relating individual differences in attitude toward ambiguity to risky choices
    Lauriola, M.; Levin, I.P.
  • Another look at the role of emotion in the organizational change: a process model
    Liu, Y.; Perrewé, P.
  • The need for and meaning of positive organizational behavior
    Luthans, F.
  • Practitioner perfectionism: relationship to ambiguity tolerance and work satisfaction
    Wittenburg, K.J.; Norcross, J.C.
  • A longitudinal study of the job perception‐job satisfaction relationship: a test of the three alternative specifications
    Wong, C.S.; Hui, C.; Law, K.S.
  • Judgment and Decision Making
    Yates, J.F.

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