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Current conceptualisations of strategic flexibility and its antecedents are theory‐driven, which has resulted in a lack of consensus. To summarise this domain the paper aims to develop and present an a priori conceptual model of the antecedents and outcomes of strategic flexibility. Discussion and insights into the conceptual model, and the relationships specified, are made through a novel qualitative empirical approach. The implications for further research and a framework for further theoretical development are presented.

An exploratory qualitative research design is used applying multiple data collection techniques in a branch network of a large regional retailer in the UK. The development of strategic options and the complex relationship to strategic flexibility is investigated.

The number and type of strategic options developed by managers impact on the degree of strategic flexibility and also on the ability of the firm to achieve competitive differentiation. Additionally, the type of strategic option implemented by managers is dependent on the competitive situation faced at a local level. Evidence of managers' limited perception of competition was identified based on their spatial embeddedness.

A single, in‐depth case study was used. The data gathered is rich and appropriate for the exploratory approach adopted here. However, generalisability of the findings is limited.

Strategic flexibility is rooted in the ability of front‐line mangers to develop and implement strategic options; this in turn facilitates competitive differentiation.

The research presented is unique in this domain on two accounts. First, theory is developed by presenting an a priori conceptual model, and testing through in‐depth qualitative data gathering. Second, insights into strategic flexibility are presented through an examination of managerial cognition, resources and strategic option generation using cognitive mapping and laddering technique.

Quality management is dominated by rational paradigms for the measurement and management of quality, but these paradigms start to “break down”, when faced with the inherent complexity of managing quality in intensely competitive changing environments. In this article, the various theoretical strategy paradigms employed to manage quality are reviewed and the advantages and limitations of these paradigms are highlighted. A major implication of this review is that when faced with complexity, an ideological stance to any single strategy paradigm for the management of quality is ineffective. A case study is used to demonstrate the need for an integrative multi‐paradigm approach to the management of quality as complexity increases.

Different forms of strategic flexibility allow for reactive adaptation to different changing environments and the proactive driving of change. It is therefore becoming increasingly important for decision makers to not only possess marketing capabilities, but also the capabilities for strategic flexibility in its various forms. However, our knowledge of the relationships between decision makers' different ways of thinking and their capabilities for strategic flexibility is limited. This limitation is constraining research and understanding. In this article we develop a theoretical cognitive content framework that postulates relationships between different ways of thinking about strategy and different information‐processing demands. We then outline how the contrasting beliefs of decision makers may influence their capabilities to generate different hybrid forms of strategic flexibility at the cognitive level. Theoretically, the framework is embedded in resource‐based theory, personal construct theory and schema theory. The implications for research and theory are discussed.

The purpose of this paper is to outline the articles presented in the Special Issue on the topic of “Marketing and flexibility”, and to discuss key issues associated with major debates relating to flexibility in order to position the articles within a wider context and highlight some key issues for further research.

Themes in prior research relating to “Marketing and flexibility” are documented and the growth of research interest into strategic flexibility is tabulated. The contributions of each article are briefly discussed.

There has been a steady growth of research interest into flexibility. To provide an example of this growth, the increase in the number of articles published on the topic of strategic flexibility in scholarly journals is highlighted over a 20‐year period. Key issues in prior research such as alternative definitions and the different postulated relationships between market orientation and strategic flexibility are revealed, as are issues for future research.

Key issues relating to research into flexibility for marketing scholars are revealed.

The growth of wine sales in the Pacific Rim is receiving a large amount of attention. This study was designed to look more deeply into the actual purchase behaviour of middle class wine buyers in a selection of Singaporean supermarkets. Purchase behaviour was observed for 60 hours in a total of eight representative supermarkets. The findings show a smaller number of sales than would be expected, especially based on the size of the category displays. The types of wines, countries of origin, prices, browsing, and purchases are noted. The overall conclusion is of a wine market in its infancy with a need for education and further development before wine becomes a regular part of weekly shopping and consumption.

In this paper the authors aim to introduce the perspective of shared meanings as a prerequisite for the formation of market‐focused strategic flexibility.

The authors apply the ideas of co‐creation of meaning, which derive from research into the narrative process of strategy and the practice turn of strategy. The authors' view is illustrated with a case example from a Finnish property rental company. Using action research methodology, data were collected through interviews and workshops from the company, from its clients and from its subcontractors.

The case presented here shows that the lack of common understanding may lead to poor service quality even though the provider aims at meeting clients' needs. On the other hand, the results confirm that developing a shared understanding is possible in business practice. A common lexicon and the conscious use of human narrative capability facilitate the achievement of this goal.

Since the empirical results are based on one case, the possibility for generalisations is limited. However, the study highlights important aspects of strategic flexibility that are worthy of further research.

The study shows that flexible market orientation needs shared meanings between all the relevant actors in a service chain. The study also suggests some ideas on how the co‐creation of meaning can be promoted in practice.

Linking the perspectives of co‐creation of meaning and market‐focused strategic flexibility is a new approach. The paper illustrates these topics in a subcontracting chain, whereas earlier studies have usually focused on companies.

This article considers the attempted change to the image of an established brand by studying the semiotics within the brand’s historical advertising campaigns. The use of semiotics to study the interpretation of messages is discussed, and the link between interpretation of messages and advertising effectiveness in changing brand image is explored. The authors deconstruct advertisements of a brand to provide a model containing opposing dialectics that may aid managers by highlighting alternative symbolic messages contained in advertisements. Oncwe identified, these alternative symbolic messages may be used to help change brand image and influence advertising effectiveness. Although the study focuses upon a major brand of beer, this is an industry in which there are numerous small firms, and many of those have constrained marketing budgets, and thus need to make sure that their advertising is effective. Equally, entrepreneurial marketing is not to found only in the small firm, and the case study discusses a radical and imaginative brand repositioning of a well established product.

The study aims to develop and test a model of export performance, focusing on the degree to which firms have different types of export flexibility and the degree to which firms adopt market‐oriented behavior in their export operations (i.e. their degree of export market‐oriented [EMO] behavior). Furthermore, the study seeks to examine the moderating roles that EMO behavior and export environment play with respect to the relationships between export flexibility dimensions and export performance.

The model is tested on a sample of 783 exporting firms. Data were collected via mail survey. Analysis was undertaken using structural equation modeling.

EMO behavior moderates the relationship between export flexibility and export sales performance. However, EMO behavior's moderating role differs depending on (a) the source of the export flexibility, and (b) the environmental conditions the firms face. Increasing levels of EMO behavior are associated with increased export sales performance under all conditions studied.

Reliance on cross‐sectional data may limit generalizability, as may the reliance on single country data. Additional sources of export flexibility should be modeled, as should more complex models of the export environment.

The findings identify several situations when EMO behavior is most beneficial and others where it is beneficial (but less so). Similarly, the results pinpoint situations where greater levels of export flexibility are a necessity. Managers should look to exploit this knowledge by enhancing EMO behavior and export flexibility.

This study is one of the very few that explicitly identifies export flexibility as a source of competitive advantage in the exporting literature. It is also the first study to suggest that EMO behavior's ability to shape export success is determined in part by other factors internal to the firm (e.g. export flexibility), as well as factors external to the firm (environment).

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

The author reviews three hotels as possible venues for conferences.