Dynamic capabilities for the creation of logistics flexibility – a conceptual framework

Abstract

Purpose

The purpose of this research is to develop a conceptual framework in which dynamic capabilities (DCs) for the creation of logistics flexibility are outlined, and elaborate it further based on empirical data from a case study at a Swedish fast fashion retailer.

Design/methodology/approach

A conceptual framework that aims to delineate the relationship between generic classes of DCs and logistics flexibility is proposed. Thereafter, based on a theory elaboration approach, empirical data from a case study at a Swedish fast fashion retailer is used to identify more specific DCs and further outline the characteristics of the DCs classes.

Findings

The proposed framework draws on the three DC classes of sensing, seizing and reconfiguring, and how they underscore logistics range and logistics response flexibility. The framework also distinguishes between DC classes and logistics flexibility that occur at operational, structural and strategic levels. DCs for the creation of logistics flexibility at a Swedish fast fashion retailer have also been identified and described as a means to further elaborate the characteristics of the DC classes.

Research limitations/implications

Current empirical data is limited to one specific company context.

Practical implications

The research presents a systematic and comprehensive map of different DCs that underscore logistics flexibility, a useful tool supporting logistics development efforts regarding flexibility.

Originality/value

The establishment of a more detailed DC lens, in which different classes of DCs are included, means that an improved understanding for how flexibility is created can be achieved. It helps the research to move beyond the “here and now” existence of logistics flexibility to instead focus on how logistics flexibility can be created.

Citation

Sandberg, E. (2021), "Dynamic capabilities for the creation of logistics flexibility – a conceptual framework", The International Journal of Logistics Management, Vol. 32 No. 2, pp. 696-714. https://doi.org/10.1108/IJLM-07-2020-0266