The statistical results presented here have important theoretical and practical implications. Because variations in the organizational environment appear to have predictable effects on performance, organizations may not need to make fine-grained judgements about optimum levels of munificence, complexity and dynamism beyond which point serious remedial interventions are required. Rather, the linear relation-ships that are uncovered suggest that organizations are able to plan out their response to the environment with great strategic clarity. However, it is still possible that managerial activities will have varying effects at varying levels of environmental munificence, complexity and dynamism. While Meier and O’Toole ( 2008) find that managers’ environmental buffering efforts do not interact with the linear relationship between objective munificence and performance in this way, it is quite conceivable that other facets of managerial activity will be more or less successful at very high or very low levels of environmental challenge. Thus, much more work is required to analyse the full scope of nonlinearity in the organizational environment-performance relationship.