Organizational Effects and Measurement of Strategic Flexibility

• Autorzy: Marcin Wrona

Warianty tytułu

Efekty organizacyjne i pomiar elastyczności strategicznej

• Języki publikacji: EN

Abstrakty

EN

Strategic flexibility is one of the most important features and at the same time one of the key criteria for strategy selection. In the 21st century, strategic flexibility is an inseparable element in the life of the organization, despite the fact that re-search work lasted from the 1980s. However, only from the beginning of the 21st century, work has gained momentum and elements of strategic flexibility have become a scientific element, which researchers are increasingly turning to. The changing conditions for the functioning of enterprises, in particular the dynamically changing environment, mean that the importance of flexibility - as a competitive characteristic and as an enterprise's characteristics - increases. Strategic flexibility enables companies to gain a lasting competitive advantage, making companies more active that strategic, operational, as well as environmental and social opportunities are positive drivers of Industry 4.0 implementation, whereas challenges with regard to competitiveness and future viability as well as organizational and production fit impede its progress. Moreover, it is shown that the perception of Industry 4.0-related opportunities and challenges as antecedents to Industry 4.0 implementation depends on different company characteristics. Proactive companies can analyze their surroundings and identify external opportunities which are the main attributes of a smarter production. The article presents various classifications of strategic flexibility behind the literature on the subject, containing a set of views on the essence of strategic flexibility in the 21st century. The organizational effects and methods of measuring flexibility are also presented against this background. (original abstract)

Elastyczność strategiczna jest jedną z najważniejszych cech i jednocześnie jednym z kluczowych kryteriów wyboru strategii. W XXI wieku elastyczność strategiczna jest nieodłącznym elementem w życiu organizacji, pomimo faktu, że prace badawcze trwały od lat 80. XX wieku. Jednak dopiero od początku XXI wieku strategiczna elastyczność nabrała rozpędu, a jej elementy stały się elementem naukowym, do którego coraz częściej zwracają się badacze. Zmieniające się warunki funkcjonowania przedsiębiorstw, w szczególności dynamicznie zmieniające się otoczenie, oznaczają, że wzrasta znaczenie elastyczności - jako cechy konkurencyjnej i jako cechy przedsiębiorstwa. Strategiczna elastyczność umożliwia przedsiębiorstwom uzyskanie trwałej przewagi konkurencyjnej, dzięki czemu przedsiębiorstwa stają się bardziej aktywne, ponieważ strategiczne, operacyjne, a także środowiskowe i społeczne możliwości są pozytywnymi motorami wdrożenia Przemysłu 4.0, podczas gdy wyzwania dotyczące konkurencyjności i przyszłej rentowności, a także organizacji i dopasowanie produkcji utrudniają jego postęp. Co więcej, wykazano, że postrzeganie możliwości i wyzwań związanych z Przemysłem 4.0, jako poprzedzających wdrożenie Przemysłu 4.0 zależy od różnych cech przedsiębiorstwa. Proaktywne przedsiębiorstwa mogą analizować otoczenie i identyfikować zewnętrzne możliwości, które są głównymi atrybutami inteligentniejszej produkcji. W artykule przedstawiono różne klasyfikacje strategicznej elastyczności za literaturą przedmiotu, zawierające zestaw poglądów na istotę elastyczności strategicznej w XXI wieku. Na tym tle przedstawiono również organizacyjne efekty i metody pomiaru elastyczności. (abstrakt oryginalny)

Słowa kluczowe

EN

Corporation strategies; Enterprise sustainable development; Industry 4.0; Organizational flexibility; Competitive advantage

PL

Strategia przedsiębiorstwa; Rozwój zrównoważony przedsiębiorstwa; Przemysł 4.0; Elastyczność organizacyjna; Przewaga konkurencyjna

• Czasopismo: Zarządzanie. Teoria i Praktyka / Wyższa Szkoła Menedżerska w Warszawie
• Rocznik: 2019
• Numer: nr 1 (27)
• Strony: 11--20

Twórcy

autor

Marcin Wrona

• WSB University, Dąbrowa Górnicza, Poland

Bibliografia

• Aaker, D.A. (2001). Strategic Market Management, 6th edn. New York, NY: John Wiley.
• Arief, M., Thoyib, A., Sudiro, A. and Rohman, F. (2013). The effect of entrepreneurial orientation on the firm performance through strategic flexibility: a study on the SMEs cluster in Malang. "Journal of Management Research", 5, pp. 44-62.
• Bakker, R.M. and Knoben, J. (2015). Built to last or meant to end: intertemporal choice in strategic alliance portfolios. "Organization Science", 26, pp. 256-276.
• Barrales-Molina, V., Bustinza, O.F. and Gutierrez, L.J. G. (2013). Explaining the causes and effects of dynamic capabilities generation: a multiple-indicator multiple-cause modelling approach. "British Journal of Management", 24, pp. 571-591.
• Bhatia, M.S, Awasthi. A, (2017) Investigating the impact of quality management systems on business performance, "International Journal of Productivity and Quality", 21(2), pp. 143-173.
• Bauer, W., Hammerle, M., Schlund, M.,Vocke, Ch. (2015) Transforming to a hyper-connected society and economy towards an "Industry 4.0" "Procedia Manufacturing" 3 417-424.
• Cadogan, J.W., Sundqvist, S., Puumulainen, K. and Salminen, R.T. (2012). Strategic. flexibilities and export performance: the moderating roles of export market-oriented behavior and the export environment. "European Journal of Marketing", 46, pp. 1418-1452.
• Cavusgil, E., Seggie, S.H. and Talay, M.B. (2007). Dynamic capabilities view: foundations and research agenda. "Journal of Marketing Theory and Practice", 15, pp. 159-166.
• Celuch, K., Murphy, G.B. and Callaway, S.K. (2007). More bang for your buck: small firms and the importance of aligned information technology capabilities and strategic flexibility. "Journal of High Technology Management Research", 17, pp. 187-197.
• Chen, Y., Wang, Y., Nevo, S., Benitez, J. and Kou, G. (2015). Improving strategic flexibility with information technologies: insights for firm performance in an emerging economy. "Journal of Information Technology".
• Combe, I.A. (2012). 'Marketing and flexibility': debates past, present and future. "European Journal of Marketing", 46, pp. 1257-1267.
• Combe, I.A. and Greenley, G.E. (2004). Capabilities for strategic flexibility: a cognitive content framework. "European Journal of Marketing", 38, pp. 1456-1480.
• Das, T.K. and Elango, B. (1995). Managing strategic flexibility: key to effective performance. "Journal of General Management", 20, pp. 60-75.
• de Geus, A. (2002). The Living Company. Boston, MA: Harvard Business Review Press.
• de Haan, J., Kwakkel, J.H., Walker, W.E., Spirco, J. and Thissen, W.A.H. (2011). Framing flexibility: theorising and data mining to develop a useful definition of flexibility and related concepts. "Futures", 43, pp. 923-933.
• Dibrell, C., Down, J. and Bull, L. (2007). Dynamic strategic planning: achieving strategic flexibility through formalization. "Journal of Business and Management", 13, pp. 21-35.
• Dwyer, L.M., Cvelbar, L.K., Edwards, D.J. and Mihalic, T.A. (2014). Tourism firms' strategic flexibility: the case of Slovenia. "International Journal of Tourism Research", 16, pp. 377-387.
• Ebben, J.J. and Johnson, A.C. (2005). Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. "Strategic Management Journal", 26, pp. 1249-1259.
• Escrig-Tena, A.B., Bou-Llusar, J.C., Beltran-Martin, I. and Roca-Puig, V. (2011). Modelling the implications of Quality Management elements on strategic flexibility. Advances in Decision Sciences, 2011.
• Evans, J.S. (1991). Strategic flexibility for high technology manoeuvres: a conceptual. framework. "Journal of Management Studies", 28, pp. 69-89.
• Feletto, E., Wilson, L.K., Roberts, A.S. and Benrimoj, S.I. (2011). Measuring organizational flexibility in community pharmacy: building the capacity to implement cognitive pharmaceutical services. "Research in Social and Administrative Pharmacy", 7, pp. 27-38.
• Fernandez-Perez, V. and Gutierrez, L.G. (2013). External managerial networks, strategic flexibility and organisational learning: a comparative study among non-QM, ISO and TQM firms. "Total Quality Management and Business Excellence", 24, pp. 243-258.
• Fernandez-Perez, V., Garcia-Morales, V.J. and Bustinza, O.F. (2012). The effects of CEOs' social networks on organizational performance through knowledge and strategic flexibility. "Personnel Review", 41, pp. 777-812.
• Fernandez-Perez, V., Verdu-Jover, A.J. and Benitez-Amado, J. (2013). Managerial social networks and strategic flexibility: the role of strategic orientation. "Personnel Review", 42, pp. 134-153.
• Filatotchev, I. and Toms, S. (2003). Corporate governance, strategy and survival in a declining industry: a study of UK cotton textile companies. "Journal of Management Studies", 40, pp. 895-920.
• Fredericks, E. (2005). Infusing flexibility into business-to-business firms: a contingency theory and resource-based view perspective and practical implications. "Industrial Marketing Management", 34, pp. 555-565.
• Golden, W. and Powell, P. (2000). Towards a definition of flexibility: in search of the Holy Grail "Omega", 28, pp. 373-384.
• Goldman, S.L., Nagel, R.N. and Preiss, K. (1995). Agile Competitors and Virtual. Organizations: Strategies for Enriching the Customer. New York, NY: Van Nostrand Reinhold.
• Golinska-Dawson, P., Kolinski, A. (Eds.) (2017). Efficiency in Sustainable Supply Chain, Springer International Publishing AG, pp 161.
• Golinska, P., Kawa, A. (Eds.) (2015). Technology Management for Sustainable Production and Logistics, Springer-Verlag Berlin Heidelberg, pp 173.
• Gomez-Gras, J.M. and Verdu-Jover, A. (2005). TQM, structural and strategic flexibility and performance: an empirical research study. "Total Quality Management", 16, pp. 841-860.
• Grewal, R. and Tansuhaj, P. (2001). Building organizational capabilities for managing economic crises: the role of market orientation and strategic flexibility. "Journal of Marketing", 65, pp. 67-80.
• Grzybowska, K., Lupicka. (2017). VISION 2020, A Future Competencies in the Automotive Industry - Practitioners' Opinions. "Sustainable economic development, innovation management, and global growth", vols I-IX, Pages: 5199-5208.
• Guiette, A. and Vandenbempt, K. (2014). Dynamics of change recipient sense making in realizing strategic flexibility: a competence- based perspective. In Heene, A. and Sanchez, R. (eds), A Focused Issue on Competence Perspectives on New Industry Dynamics "Research in Competence Based Management", Vol.7. Bingley: Emerald, pp. 145-191.
• Gutierrez, L.J.G. and Fernandez-Perez, V. (2010). Managerial networks and strategic. flexibility: a QM perspective. "Industrial Management and Data Systems", 110, pp. 1192-1214.
• Gylling, C., Elliott, R. and Toivonen, M. (2012). Co-creation of meaning as a prerequisite for market-focused strategic flexibility. "European Journal of Marketing", 46, pp. 1283-1301.
• Hamlin, R., Henry, J. and Cuthbert, R. (2012). Acquiring market flexibility via niche. portfolios: the case of Fisher and Paykel Appliance Holdings Ltd. "European Journal of Marketing", 46, pp. 1302-1319.
• Harrigan, K.R. (1985). Strategic Flexibility. A Management Guide for Changing Times. Lexington, MA: Lexington Books.
• Hermann M., Pentek T., Otto B., Design Principles for Industrie 4.0 Scenarios: A Literature Review, Technische Universitat Dortmund, No. 01 / 2015.
• Hilman, H. and Mohamed, Z.A. (2013). Specific match between specific types of strategic flexibility and sourcing strategy: another strategic approach to build competitive advantage. "Journal of Global Business Advancements", 6, pp. 167-178.
• Hitt, M.A., Keats, B.W. and DeMarrie, S.M. (1998). Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century. "Academy of Management Executive", 12, pp. 22-42.
• Javalgi, R.R. G., Whipple, T.W., Ghosh, A.K. and Young, R.B. (2005). Market. orientation, strategic flexibility, and performance: Implications for services providers. "Journal of Services Marketing", 19, pp. 212-221.
• Johnson, J.L., Lee, R.P.-W., Saini, A. and Grohmann, B. (2003). Market-focused strategicflexibility: conceptual advances and an integrative model. "Journal of the Academy of Marketing Science", 31, pp. 74-89.
• Kandemir, D. and Acur, N. (2012). Examining proactive strategic decision-making flexibilityin new product development. "Journal of Product Innovation Management", 29, pp. 608-622.
• Kapasuwan, S., Rose, J. and Tseng, C-H. (2007). The synergistic effects of strategic flexibility and technological resources on performance of SMEs. "Journal of Small Business and Entrepreneurship", 20, 257-272.
• Kouropalatis, Y., Hughes, P. and Morgan, R.E. (2012). Pursuing 'flexible commitment' as strategic ambidexterity: an empirical justification in high technology firms. "European Journal of Marketing", 46, pp. 1389-1417.
• Li, Y., Zhao, D. and Zhao, F. (2013). The empirical study on the relations among network structure, strategic flexibility and technology innovation performance. "International Business and Management", 6, pp. 26-31.
• Ling-Yee, L. and Ogunmokun, G. (2013). The effect of marketing capability, financing resource and spatial configuration on market-focused flexibility. "International Journal of Trade and Global Markets", 6, pp. 158-181.
• Liu, H., Jiang, X., Zhang, J. and Zhao, X. (2013). Strategic flexibility and international venturing by emerging market firms: the moderating effects of institutional and relational factors. "Journal of International Marketing", 21, pp. 79-98.
• Maitland, E. and Samartino, A. (2012). Flexible footprints: reconfiguring MNCs for new valueopportunities. "California Management Review", 54, pp. 92-117.
• Mariadoss, B.J., Johnson, J.L. and Martin, K.D. (2014). Strategic intent and performance: the role of resource allocation decisions. "Journal of Business Research", 67, pp. 2393-2402.
• Mathiassen, L. and Pries-Heje, J. (2006). Editorial: Business agility and diffusion of information technology. "European Journal of Information Systems", 15, pp. 116-119.
• Matthyssens, P., Pauwels, P. and Vandenbempt, K. (2005). Strategic flexibility, rigidity and barriers to the development of absorptive capacity in business markets: themes and research perspectives. "Industrial Marketing Management", 34, pp. 547-554.
• Nadkarni, S. and Narayanan, V.K. (2007). Strategic schemas, strategic flexibility, and firm performance: the moderating role of industry clock speed. "Strategic Management Journal", 28, pp. 243-270.
• Nandakumar, M.K., Jharkharia, S. and Nair, A.S. (2014). Organizational Flexibility and Competitiveness. New Delhi: Springer India.
• Newman, K.L. (2000). Organizational transformation during institutional upheaval. "Academy of Management Review", 25, pp. 602-629.
• Nordin, F., Brozovic, D. and Kindstrom, D. (2014). A flexibility perspective on services: a critical review and reconceptualization. Paper presented at the 5th International Research Symposium on Service Management IRSSM5, Parnu, Estonia.
• Noshad, K., Awasthi,A. (2015). Supplier quality development: A review of Literature and industry practices "International Journal of Production Research".
• Ouakouak, M.L. and Ammar, O. (2015). How does strategic flexibility pay off in terms of financial performance? "International Journal of Business Performance Management", 16, pp. 442-456.
• Pauwels, P. and Matthyssens, P. (2004). Strategic flexibility in export expansion: growing through withdrawal. "International Marketing Review", 21, pp. 496-510.
• Perez-Valls, M., Cespedes-Lorente, J. and Moreno-Garcia, J. (2015). Green practices and organisational design as sources of strategic flexibility and performance. Business Strategy and the Environment.
• Ramirez, A.M., Morales, V.J. G. and Aranda, D.A. (2012). Knowledge creation and flexibility of distribution of information. "Industrial Management and Data Systems", 112, pp. 166-185.
• Rindova, V.P. and Kotha, S. (2001). Continuous 'morphing': competing through dynamic capabilities, form, and function. "Academy of Management Journal", 44, pp. 1263-1280.
• Roca-Puig, V., Beltran-Martin, I., Escrig-Tena, A.B. and Bou-Llusar, J.C. (2005). Strategic flexibility as a moderator of the relationship between commitment to employees and performance in service firms. "International Journal of Human Resource Management", 16, pp. 2075-2093.
• Saini, A. and Johnson, J.L. (2005). Organizational capabilities in e-commerce: an empirical investigation of e-brokerage service providers. "Journal of the Academy of Marketing Science", 33, pp. 360-375.
• Sanchez, R. (1995). Strategic flexibility in product competition. "Strategic Management Journal", 16, pp. 135-159.
• Shimizu, K. and Hitt, M.A. (2004). Strategic flexibility: organizational preparedness to reverse ineffective strategic decisions. "Academy of Management Review", 18, pp. 44-59.
• Singh, D., Oberoi, J.S. and Ahuja, I.S. (2013a). An empirical examination of barriers to strategic flexibility in Indian manufacturing industries using analytical hierarchy process. "International Journal of Technology, Policy and Management", 13, pp. 313-327.
• Skordoulis, R.T. (2004). Strategic flexibility and change: an aid to strategic thinking or another managerial abstraction? Strategic Change, 13, pp. 253-258.
• Stieglitz, N., Knudsen, T. and Becker, M.C. (2015). Adaptation and inertia in dynamic environments. "Strategic Management Journal".
• Stratton, R. and Warburton, R.D.H. (2003). The strategic integration of agile and lean supply. "International Journal of Production Economics", 85, pp. 183-198.
• Sushil (2015). Strategic flexibility: the evolving paradigm of strategic management. "Global Journal of Flexible Systems Management", 16, pp. 113-114.
• TenDam, H.W. (1987). Managerial flexibility: a strategic asset. "Leadership and Organization Development Journal", 8, pp. 11-16.
• Thomas, E.F. (2014). Platform-based product design and environmental turbulence: the mediating role of strategic flexibility. "European Journal of Innovation Management", 17, pp. 107-124.
• Thoumrungroje, A. (2015). The moderating roles of organizational learning and strategic flexibility on marketing strategic change and business performance: evidence from firms in Thailand. In Stottinger, B., Schegelmilch, B.B. and Zou, S. International Marketing in Fast Changing World (Advances in International Marketing, Vol. 26). Bingley: Emerald. pp. 179-198.
• van der Weerdt, N.P., Volberda, H.W., Verwaal, E. andStienstra, M. (2012). Organizing for flexibility: addressing dynamic capabilities and organization design. In Collaborative Communities of Firms, New York, NY: Springer, pp. 105-125.
• Verdu-Jover, A., Alos-Simo, L. and Gomez-Gras, J.M. (2014). Strategic flexibility in e-business adapters and e-business start-ups. In Martinez-Lopez, F.J. (ed.), Handbook of Strategic e-Business Management, Berlin: Springer, pp. 139-156.
• Wang, C.L., Senaratne, C. and Rafiq, M. (2015a). Success traps, dynamic capabilities and firm performance. "British Journal of Management", 26, pp. 26-44.
• Wang, T., Libaers, D. and Jiao, H. (2015b). Opening the black box of upper echelons in China: TMT attributes and strategic flexibility. "Journal of Product Innovation Management", 32, pp. 685-703.
• Wright, P.M. and Snell, S.A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. "Academy of Management Review", 23, pp. 756-772.
• Young-Ybarra, C. and Wiersema, M. (1999). Strategic flexibility in information technology alliances: the influence of transaction cost economics and social exchange theory. "Organization Science", 10, pp. 439-459.
• Zahra, S.A., Hayton, J.C., Neubaum, D.O., Dibrell, C. and Craig, J. (2008). Culture of family commitment and strategic flexibility: the moderating effect of stewardship. "Entrepreneurship Theory and Practice", 32, pp. 1035-1054.
• Zhang, M.J. (2005). Information systems, strategic flexibility and firm performance: an empirical investigation. "Journal of Engineering and Technology Management", 22, pp. 163-184.
• Zhang, M.J. (2006). IS support for strategic flexibility, environmental dynamism, and firm performance. "Journal of Managerial Issues", 18, pp. 84-103.
• Zhou, K.Z. and Wu, F. (2010). Technological capability, strategic flexibility, and product innovation. "Strategic Management Journal", 31, pp. 547-561.