1. Hypotheses Development present ：研一 張永昌 Chang Yung-Chang

2. Outline Environmental uncertainty’s degree stable-unstable dimensions simple-complex dimensions

3. Environmental uncertainty’s degree Degree ：  stable-unstable （ dynamic ）  simple-complex （ heterogeneity ）  concentrated-dispersed Industrial classification data ：  dynamism （ stability-instability,turbulence ）  homogeneity-heterogeneity （ complexity,concentration- dispersion ）  hostility （ capacity,munificence ）

4. stable-unstable dimensions The stable-unstable dimensions whether the elements in organization task environments are dynamic. Unstable conditions ：  organization task environment shift  competitors react with aggressive moves  countermoves regarding advertising  Countermoves regarding new products

5. stable-unstable dimensions Dynamism characterized ：  The rate of change  Innovation in production and service technologies  The uncertainty or unpredictability of customer taste  actions by the firm’s principal industries

6. stable-unstable dimensions one would expect under more dynamism, decision makers would be more likely to face a higher frequency of nonroutine and interdependent tasks.

7. stable-unstable dimensions Hypothesis 1a (H1a). Higher levels of dynamism in the organizational task environments will increase the nonroutineness of the assigned tasks. Hypothesis 1b (H1b). Higher levels of dynamism in the organizational task environments will increase the interdependence of the assigned tasks.

8. simple-complex dimensions The simple-complex dimensions concern environmental complexity and refer to heterogeneity, which is the degree of similarity or differentiation within the organization task environments （ Hall 1999 ）.

9. simple-complex dimensions One would expect, then, that under more heterogeneous environments, decision makers are more likely to face a higher frequency of nonroutine and interdependent tasks.

10. simple-complex dimensions Hypothesis 2a (H2a). Higher levels of heterogeneity in the organizational task environments will increase the nonroutineness of the assigned tasks. Hypothesis 2b (H2b). Higher levels of heterogeneity in the organizational task environments will increase the interdependence of the assigned tasks.

11. concentrated-dispersed dimensions The concentrated-dispersed dimensions refer to scarce material and financial resources and the need to ensure the availability of resources.

12. concentrated-dispersed dimensions Hostile task environments characterized ：  severe regulatory restrictions  harsh and overwhelming business climate  intense competition in price, product, technology, and distribution  a shortage of labor or raw materials  the relative lack of exploitable opportunities and resources

13. concentrated-dispersed dimensions one would expect that the greater the magnitude of hostility in the environment, the greater the frequency of nonroutine and interdependent tasks.

14. concentrated-dispersed dimensions Hypothesis 3a (H3a). Higher levels of hostility in the organizational task environments will increase the nonroutineness of the assigned tasks. Hypothesis 3b (H3b). Higher levels of hostility in the organizational task environments will increase the interdependence of the assigned tasks.

15. Preplanning in these situations generally tends to be extremely difficult and leads to a greater need for acquiring information on an ongoing basis. Thus, it is plausible that task nonroutineness would adversely affect user satisfaction with data.

16. Hypothesis 4 (H4). Task nonroutineness has negative effects on user satisfaction with data.

17. Chenhall and Morris (1986) argued that task interdependence leads to a heightened need by decision makers for data that are timely, have broad scope, have various forms of aggregation, and are integrated. Under increased uncertainty, decision makers need to identify, access, and integrate data from a variety of systems, or need more aggregate and summarized data (versus operational data) from common systems to support decisions (Daft and Macintosh 1981, Inmon 1996).

18. one would expect task interdependence to adversely impact user satisfaction with data.

19. Hypothesis 5 (H5). Task interdependence has negative effects on user satisfaction with data.