Choice Over Uncertainty and Ambiguity in Technical Problem Solving

TLDR: It is argued that uncertainty and ambiguity are dissimilar concepts, thereby following ideas proposed by the recent literature, and proposed framework for research on communication gatekeepers and on the role of top managers in technical change is discussed.

Abstract: Technical problems are solved under uncertainty and ambiguity. Most empirical research in technical problem solving has two characteristics in common: no differentiation between uncertainty and ambiguity is made, and the degree of uncertainty or ambiguity is considered exogeneous to the problem-solving process. This paper argues, first, that uncertainty and ambiguity are dissimilar concepts, thereby following ideas proposed by the recent literature. Problem solving under ambiguity involves fundamentally different tasks than problem solving under uncertainty. Consequently, different organizational structures are appropriate and different types of resources needed. Second, it is argued that levels of uncertainty and ambiguity are not exogenously given but are rather determined in the problem-framing process. In this process, problem solvers select explicitly or implicitly specific levels of uncertainty and ambiguity. This choice is contingent on context characteristics such as prior problem-solving experiences, organizational context, and available resources. It is proposed that the efficiency of the problem-solving process and the outcome of the process depends on the fit between the levels of uncertainty and ambiguity chosen and the context characteristics. Implications of the proposed framework for research on communication gatekeepers and on the role of top managers in technical change are discussed.