Linking environmental change to strategic response: Some empirical evidence from the US oil industry

A longitudinal design was used to examine the effects of changes in both environmental uncertainty and resource dependence in the external environment on the change in strategic orientation of organizations in the oil industry, using revenue flows during three distinguishable phases of growth. The authors argue that the interactive effects of these two environmental variables yield more meaningful results than either variable observed separately. Implications of the study are discussed, along with recommendations for research.