Environmental uncertainty has been widely studied by organizational theorists and strategy scholars. In this dissertation, I aim to contribute towards a further understanding of the implications of environmental uncertainty on organizational choices.

I develop a general framework, across the two chapters, which links the effect of uncertainty on organizational choices, mediated by changes in the competitive landscape. In my two chapters, I look at different types of uncertainty namely, state uncertainty and effect uncertainty. I explore how these types of uncertainties impact the competitive landscape either by compressing performance difference between organizations and changing the viability of positions on the landscape respectively. As a consequence of the changing landscape, I study the strategic behavior response of organizations as they engage in risk-taking or repositioning.

I test my theoretical predictions across two interesting empirical constructs of Formula 1 car racing and the Consumer Electronics Show. Also, I also employ the use of a simulation model in my second chapter to supplement my empirical context.