The uncertainty construct dominates the administrative science literature and the management of uncertainty has been identified as the primary task facing managers (Thompson, 1967; Weick, 1969). Uncertainty arises from both the ambiguous and complex causal structures underlying organisations’ internal operations, surrounding environments and the nexus of relationships between organisations and the environment (March and Olsen, 1976; Collis, 1992). Some theorists have advocated that managers reduce, absorb or avoid uncertainty (Cyert and March, 1963; Thompson, 1967) while others have proposed that “uncertainty creation” can provide strategic benefits to the organisation by confounding competitors (Jauch and Kraft, 1986). As Gerloff, Muir and Bodensteiner ( 1991) note, there are two categories of uncertainty research: the contingency and perceptual approaches. The former are concerned with “fitting” the organisation’s architecture with the exigencies of the external environment. For instance, Lawrence and Lorsch (1967) related differing levels of environmental uncertainty with differing requirements for differentiation and integration. The information-processing view of organisational design (Galbraith, 1973) explicitly related environmental uncertainty as imposing extensive information processing demands on the organisation.