- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This paper critically reviews the strategic flexibility literature, with laying emphasis on its dimensions and role of context. Because of strategic flexibility being identified as a black box with its various definitions and dimensions, and pervasiveness of contextual variables contributing to strategic flexibility featured within the literature, it is necessary to conduct a comprehensive review to organize the literature to prepare insight for future research. The purpose of this literature review is: first, to critically review the strategic flexibility literature to highlight the underlying dimensions and; secondly to identify the conditions or context for its performance, which can be used for future theory development. Strategic action flexibility and resource reconfiguring flexibility are found as the main dimensions of strategic flexibility. The Context found to influence on strategic flexibility is divided to two types including external context of environmental dynamism, and internal context of modular reconfigurable structure design.
The contingency theory and concept of fit is used in this study as a basis to propose the model. This review has highlighted the underlying, issues, Dimensions and conditions in the strategic flexibility literature regarding the moderating influences of context. This review recommends expanding the scope of strategic flexibility by doing future empirical research on the active dynamic oriented dimensions of strategic flexibility. The two dimensions of strategic flexibility proposed in this study include strategic action flexibility and resource reconfiguring flexibility. In fact, it is necessary to expand the scope of dimension of resource flexibility by classifying it into resource deployment or resource reallocation capabilities and resource combination activities. In case of finding the internal context which is potential to enhance the influence of strategic flexibility, this study recommends to examine the effect of a modular reconfigurable structural design. In fact this review recommends combining the dynamic capability view and organizational design view regarding the strategic flexibility to come up with answers for vague points regarding the effectiveness of strategic flexibility as a strategic direction to face dynamism of environment. The modular reconfigurable Structure design can be referred to as a structure with delegation, consolidation and recombination of units within the firm such that resources and activities are still retained by the organization. For example, strategic alliances, use of third-party operating utility, onshore outsourcing, Shared services, Major project-based contracting and offshore outsourcing are considered as form of loosely coupled external coordination which is stated to be beneficial for SMEs compared to fixed and strict integrations such as mergers. In case of the external context, the strategic effectiveness of an organization flexibility is found to be dependent on the dynamism of environment consisting of two distinct characteristics of „rate of change‟ (velocity or volatility), and „unpredictability of change‟.