The increasingly dynamic nature of organizational environments has led the research community to study organizational flexibility. Although the research literature stresses the complexity of the organizational flexibility construct, it lacks a comprehensive empirical study addressing the relationships among various dimensions of organizational flexibility. The present paper develops a theoretical framework specifying the linkages between types of flexibility and organization design characteristics. We argue for a hierarchical structure with increasing levels of flexibility and supporting organizational design. The theoretical framework is linked to observables based on a dataset of 3,259 respondents and provides strong support for the specified statistical model.
|Title of host publication
|Collaborative Communities of Firms
|A Bollingtoft, L Donaldson, G Huber, D D Hakonsson, S Snow
|Published - 2012
- RSM S&E