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Article
Publication date: 23 August 2020

Muhammad Aamir Saeed, Yuanyuan Jiao, Muhammad Mohsin Zahid, Humaira Tabassum and Shazia Nauman

The aim of the current study is to empirically assess the effects of organizational flexibility on project portfolio (PP) performance, with the mediating role of…

Abstract

Purpose

The aim of the current study is to empirically assess the effects of organizational flexibility on project portfolio (PP) performance, with the mediating role of innovation and moderating effects of environmental dynamism (ED) and absorptive capability (AC).

Design/methodology/approach

Data were collected from 173 manufacturing firms and analyzed using structural equation modeling (SEM) with the help of a partial least squares (PLS) approach.

Findings

Results show that innovation partially mediates the relationship between organizational flexibility and PP performance. Furthermore, the moderating effect of ED between organizational flexibility and innovation was analyzed. Additionally, AC also observed as a moderator between innovation and PP performance.

Originality/value

Based on the resource-based view, this study contributes to the literature by addressing the roles of innovation, ED and AC in the relationship between organizational flexibility and PP performance. Implications for managers also discussed in the end; for example, to be more competitive, they should incorporate flexibility into the firm to encourage innovation. It also emphasizes to select new innovative opportunities that correspondingly have effects on the PP performance.

Details

International Journal of Managing Projects in Business, vol. 14 no. 3
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 9 April 2018

Zahid Yousaf and Abdul Majid

The purpose of this paper is to address the key issues, how organizational networks influence the strategic business performance (SBP) through the mediating role of…

Abstract

Purpose

The purpose of this paper is to address the key issues, how organizational networks influence the strategic business performance (SBP) through the mediating role of organizational flexibility, and the moderating role of entrepreneurial orientation (EO). Contextualizing small and medium enterprises in developing countries, the authors have developed and tested a theoretical model of SBP to provide a framework for analyzing its major antecedents.

Design/methodology/approach

This research used a quantitative approach with cross-sectional data. The authors used correlation, regression and Baron and Kenny Approach (Causal Step Approach) for analyzing the data collected from 737 CEOs/MDs/owners of different small and medium enterprises to test the theoretical model developed for this study.

Findings

Findings revealed that organizational flexibility mediates the relationship between organizational network and SBP. Furthermore, stronger EO strengthens the relationship between organizational flexibility and SBP.

Originality/value

This study contributes in two ways: first, it provides empirical evidences that how to flourish the mechanism of SBP in SMEs. Second, this work contributes to understand the effects of organizational networks, flexibility and EO on SBP.

Details

Journal of Organizational Change Management, vol. 31 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 21 September 2018

Xiangyang Wang, Ying Qi and Yingxin Zhao

The purpose of this paper is to explore the relationship between unlearning and strategic flexibility from the down-up change perspective.

Abstract

Purpose

The purpose of this paper is to explore the relationship between unlearning and strategic flexibility from the down-up change perspective.

Design/methodology/approach

Drawing on the routine-updating process, this study builds a theoretical model and examines it using survey data from 233 firms in China.

Findings

Unlearning is the enabler to strategic flexibility. Specifically, individual unlearning and organizational unlearning both have positive effects on strategic flexibility. Organizational unlearning exerts a partly mediating effect on the relationship between individual unlearning and strategic flexibility.

Originality/value

The paper examines the different mechanisms of individual and organizational unlearning on strategic flexibility and suggests that unlearning is a useful method or approach for strategic flexibility. In addition, this study is useful to help managers or practitioners determine how to embrace strategic flexibility by unlearning.

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Article
Publication date: 2 October 2019

Nuraddeen Abubakar Nuhu, Kevin Baird and Ranjith Appuhami

This study aims to examine the role of organisational dynamic capabilities (strategic flexibility and employee empowerment) in mediating the relationship between…

Abstract

Purpose

This study aims to examine the role of organisational dynamic capabilities (strategic flexibility and employee empowerment) in mediating the relationship between management control systems (MCSs), in particular the interactive and diagnostic approaches to using controls, with organisational change and performance.

Design/methodology/approach

Data were collected based on a mail survey of public sector organisations in Australia and analysed using structural equation modelling (SEM).

Findings

The findings indicate that strategic flexibility and employee empowerment mediate the association between the interactive approach to MCSs with organisational performance, and strategic flexibility mediates the relationship between the interactive approach to MCSs with organisational change.

Practical implications

The study’s findings inform public sector practitioners as to how to enact change within and enhance the performance of public sector organisations. Specifically, managers are advised to focus on the use of interactive controls and the development of two dynamic organisational capabilities, strategic flexibility and employee empowerment.

Originality/value

The study provides an initial empirical insight into the relation between controls and dynamic capabilities and their role in enacting change and performance within the public sector. The findings suggest that the achievement of new public management ideals is reliant upon the organisational environment, with change and performance facilitated by the interactive use of controls and strategic flexibility and employee empowerment.

Details

Journal of Accounting & Organizational Change, vol. 15 no. 3
Type: Research Article
ISSN: 1832-5912

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Book part
Publication date: 30 June 2016

P. Matthijs Bal and Paul G. W. Jansen

As demographic changes impact the workplace, governments, organizations, and workers are looking for ways to sustain optimal working lives at higher ages. Workplace…

Abstract

As demographic changes impact the workplace, governments, organizations, and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility has been introduced as a potential way workers can have more satisfying working lives until their retirement ages. This chapter presents a critical review of the literature on workplace flexibility across the lifespan. It discusses how flexibility has been conceptualized across different disciplines, and postulates a definition that captures the joint roles of employer and employee in negotiating workplace flexibility that contributes to both employee and organization benefits. Moreover, it reviews how flexibility has been theorized and investigated in relation to older workers. The chapter ends with a future research agenda for advancing understanding of how workplace flexibility may enhance working experiences of older workers, and in particular focuses on the critical investigation of uses of flexibility in relation to older workers.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78635-263-7

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Book part
Publication date: 5 October 2020

Yeşim Koçyiğit and Akif Tabak

Decisions about strategies to be implemented and organization design are important in having competitive advantage for companies. Although this statement widely takes…

Abstract

Decisions about strategies to be implemented and organization design are important in having competitive advantage for companies. Although this statement widely takes place in management literature, very little research has been done on this subject in Turkey. The aim of this study is to examine the mediating role of competitive strategies in the impact of organizational flexibility on competitive advantage in order to extend about empirical literature of the structure-strategy-competitive advantage paradigm based on the resource-based view (RBV). In this context, the data were collected from the top 500 industrial enterprises in Turkey. The data were tested via structural equation model. The findings of our research show that the direct effect of organizational flexibility on competitive superiority was marginally significant and when three different competitive strategies were included between these two variables in the model, the marginally significant effect of organizational flexibility on the competitive advantage disappeared. In other words, the full mediating role of applied competition strategies in the effect of organizational flexibility on competitive advantage has been identified. Our findings are similar to the findings of other studies that consider organizational structure as a valuable resource and examine the relationship between the structure and the strategy according to the RBV.

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Article
Publication date: 25 January 2021

Thomas Anning-Dorson

This study aims to assess how innovative organizational culture and innovative leadership generate market flexibility for small and medium enterprises (SMEs) in the…

Abstract

Purpose

This study aims to assess how innovative organizational culture and innovative leadership generate market flexibility for small and medium enterprises (SMEs) in the service sector to enhance their competitiveness. Both organizational culture and leadership are seen as firm-level resources capable of influencing the flexibility of the firm in periods of market turbulence. The study argues that SME service firms must use their internal resources to develop their flexibility capability which is more valuable, rare, inimitable and not substitutable.

Design/methodology/approach

SME service firms from Ghana are used to test the study’s hypotheses through robust standard regression analysis. A sampling frame was developed from an online database of small and medium enterprises operating in the service sector.

Findings

The findings suggest that although organizational culture and leadership may influence a service firm’s competitiveness, it is more viable to use these firm-level resources to create market flexibility capability to amplify the effect. This means, when culture and leadership propel the flexibility drive, the service firm is able to connect, coordinate and synchronize functional units to take advantage of new product and market opportunities. Additionally, market flexibility emanating from organizational culture and leadership wields enough power and resource support to tackle the turbulent market conditions better than firms with less support.

Practical implications

The managerial implication from this study is that firms should use their organizational culture and leadership to create flexible organizations that afford them the opportunity to adapt to the environmental dynamics. If both leadership and culture work together, they are able to create strong market capabilities such as flexibility which determines how well the firm will respond to the competition, customer demand and all other external pressures. It is, therefore, the view of this paper that SMEs should use their organizational culture and leadership to build a market-flexible organization to create a competitive advantage.

Originality/value

This paper shows how internal resources/assets such as culture and leadership generate the needed flexibility to create a competitive advantage for SMEs. This paper explains the two dimensions of Volberda’s flexibility from a firm-level resource perspective and highlights flexibility as a second-order capability whose cultivation and effectiveness are dependent on a firm’s culture and leadership. Evidence of how a firm’s market flexibility is fuelled by organizational leadership and culture is demonstrated. Finally, this paper shows how resource-poor SMEs in emerging African economies can enhance their market competitiveness through internal systems and processes.

Details

Journal of Entrepreneurship in Emerging Economies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2053-4604

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Article
Publication date: 28 October 2013

Anne Lise Bjørnstad and Frederick M.J. Lichacz

The purpose of this paper is to focus on organizational flexibility and explore its antecedents, organizational structure, and processes, as proposed by network…

Abstract

Purpose

The purpose of this paper is to focus on organizational flexibility and explore its antecedents, organizational structure, and processes, as proposed by network organization theories. The study also explores the possible moderating effects of power distance (Pd) and cultural diversity.

Design/methodology/approach

Using self-report data from three different multinational military exercises and one laboratory experiment, the paper explored the relationships between perceptions of flat organizational structure, decentralized processes, and flexibility. The data from each of these studies were analyzed both separately and together.

Findings

The analyses revealed that decentralization had the most consistent relationship to organizational flexibility across each of the four studies. Moreover, when the data were analyzed conjunctively, significant positive relationships between decentralization and flexibility and between flat structure and flexibility were observed. No moderating effects of Pd or cultural diversity were found.

Practical implications

The results suggest that decentralizing processes and creating flatter hierarchies may contribute to achieving higher levels of organizational flexibility in military organizations.

Originality/value

The paper contributes to empirical support for the central theoretical propositions of network organizational literature, including moderating factors that are essential in multinational organizational contexts.

Details

Leadership & Organization Development Journal, vol. 34 no. 8
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 July 2004

Andrés Hatum and Andrew M. Pettigrew

This paper examines the processes of organizational adaptation and competitiveness of firms in an emerging economy (Argentina). The empirical focus of this paper concerns…

Abstract

This paper examines the processes of organizational adaptation and competitiveness of firms in an emerging economy (Argentina). The empirical focus of this paper concerns the determinants of organizational flexibility during the period from 1989 to 1999, when a combination of economic and political change triggered a massive change in the competitive context of indigenous firms. Two companies in the pharmaceutical industry were selected, one that was flexible (Sidus) and one that was less flexible (DER.S.A.). Longitudinal data are supplied to explore the determinants of organizational flexibility in those organizations.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 2 no. 2
Type: Research Article
ISSN: 1536-5433

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Article
Publication date: 19 March 2021

Anastasia A. Katou

The purpose of this study is to investigate the impact of high-performance work systems (HPWS) on organizational performance through the mediating role of human resources…

Abstract

Purpose

The purpose of this study is to investigate the impact of high-performance work systems (HPWS) on organizational performance through the mediating role of human resources (HR) flexibility (expressed by functional flexibility, skills malleability and behavioural flexibility).

Design/methodology/approach

The study examines theoretical relationships in the Greek context, which reflects changing economic and financial crisis, based on multilevel structural equation modelling estimation, using three waves of sample data collected in years 2014, 2016 and 2018 from organizations operating in the private sector.

Findings

The study finds that although HPWS positively influences all three HR flexibility dimensions, this positive effect is not transferred equally to organizational performance. The dominant effect on organizational performance is attributed to skills malleability, a smaller effect to behavioural flexibility and a negligible effect to functional flexibility.

Research limitations/implications

Although the data collected refer to three different years, most of the companies and individuals responded to sampling were different. As such, the study does not allow for dynamic causal inferences due to its quasi-longitudinal nature.

Practical implications

The findings of this study may influence managerial decisions in developing bundles of HPWS policies and practices in relation to HR flexibility attributes.

Originality/value

Since most studies consider HR flexibility as an aggregated construct, this study is possibly one of the very few studies that is examining the differential impact of the HR flexibility dimensions on organizational performance in turbulent times.

Details

EuroMed Journal of Business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1450-2194

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