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Bringing Some Clarity to Role Ambiguity Research

Jone L. Pearce
The Academy of Management Review
Vol. 6, No. 4 (Oct., 1981), pp. 665-674
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/257646
Page Count: 10
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Bringing Some Clarity to Role Ambiguity Research
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Abstract

Theoretical development of the concept of role ambiguity and empirical research on this concept have proceeded fairly independently of one another. Empirical work has confounded role ambiguity with both job dissatisfaction and formalization. A new model of ambiguity is offered, emphasizing unpredictability, rather than information deficiency. This model accords with expectancy theory.

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