報告人：徐敏倫
指導老師：任維廉 教授
報告日期：2009/10/08
2016/3/14
交通大學 運輸科技與管理學系 碩二 徐敏倫
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自我介紹
徐敏倫
 桃園人
 任老師 TMM LAB
 北京交通大學
 排球
 相約來慢跑

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交通大學 運輸科技與管理學系 碩二 徐敏倫
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Agenda
1. The environment domain
2. Environmental uncertainty
3. Adapting to environmental uncertainty
4. Organizational responses to uncertainty
5. Resource dependence
6. Controlling environmental resources
7. Discussion
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Introduction

Open systems
 The relationship between organization and
environment.

Environmental uncertainty  organizations
 Uncertainty type

Deal with environmental uncertainty
 Information
 Resources
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1. The Environment Domain
International context
Government
Sector
Industry
Sector
Raw
Materials
Sector
Sociocultural
Sector
Economic
Conditions
Sector
Task
environment
Organization
Market
Sector
Technology
Sector
General
environment
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Human
Resources
Sector
Financial
International
Resources
Sector
Sector
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2. Environmental Uncertainty

Where uncertainty comes?
 Insufficient information

Why uncertainty affect organizations?
 Need for information about environment
 Need for resources from environment

Uncertainty dimensions
 Simple—complex
 Stable—unstable
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Framework for assessing environmental uncertainty
Simple
Stable
Complex
Low
Uncertainty
Low- Moderate
Uncertainty
•Small, similar
•The same change slowly
•Large, dissimilar
•The same change slowly
Ex: Soft drink bottles
Ex: Insurance companies
Environmental
complexity
High- Moderate
Uncertainty
Unstable
High
Uncertainty
•Small, similar
•Change frequently and
unpredictably
•Large, dissimilar
•Change frequently and
unpredictably
Ex: Fashion clothing
Ex: Computer firms
Environmental
change
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3. Adapting to Environmental Uncertainty
(1) Position and departments
 External complexity  size  internal
complexity
(2) Buffering and boundary-spanning
 Absorbing uncertainty
 Link organization with key elements in external
environment
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3. Adapting to Environmental Uncertainty
(3) Differentiation and integration
 High differentiation needs greater integration
 Quality of collaboration
(4) Organic vs. mechanistic
 Unstable  organic
 Stable  mechanistic
(5) Planning and forecasting
 More uncertainty needs more importance
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4. Organizational Responses to Uncertainty
Simple
Complex
Low Uncertainty
Stable
•Mechanistic
•Few department
•No integrating role
•Low speed response
Low- Moderate Uncertainty
•Mechanistic
•Many department, some
boundary spanning
•Few integration roles
•Moderate-speed response
Environmental
complexity
High- Moderate Uncertainty
Unstable
•Organic, teamwork
•Few department, much
boundary spanning
•Few integration roles
•Fast response
High Uncertainty
•Organic, teamwork
•Differentiate department,
extensive boundary spanning
•Many integrating roles
•High-speed response
Environmental
change
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交通大學 運輸科技與管理學系 碩二 徐敏倫
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5. Resource Dependence

Dependence , risk 

Dilemma for managers

Depend on the environment but try to
minimize their dependence.
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6. Controlling environmental resources
Establishing Interorganizational linkages
•
•
•
•
•
Ownership
Formal strategic alliances
Cooptation, interlocking directorate
Executive recruitment
Advertising, public relations
Controlling the Environmental Domain
•
•
•
•
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Change domains
Political activity, regulation
Trade associations
Illegitimate activity
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Environmental characteristics & organizational actions
Environment
Organization
High
complexity
High
uncertainty
Organic structure and systems with low
formalization, decentralization,
and low standardization to enable
a high-speed response
High rate
of change
Environmental
domain
(ten sectors)
Scarcity of
valued
resources
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Many departments and boundary roles
Greater differentiation and more
integrators for internal coordination
Resource
dependence
Establishment of favorable linkages:
ownership, strategic alliances, cooptations,
interlocking directorates, executive recruitment,
advertising, and public relations
Control of the environmental domain:
change of domain, political activity,
regulation, trade associations, and
illegitimate activities
交通大學 運輸科技與管理學系 碩二 徐敏倫
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7. Discussion
International sector
vs. international context
 B to B  Supply chain competitiveness

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Q&A

2016/3/14
Thanks for your attention.
交通大學 運輸科技與管理學系 碩二 徐敏倫
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