Strategic flexibility and change: an aid to strategic thinking or another managerial abstraction?
✍ Scribed by Rosemary T. Skordoulis
- Publisher
- John Wiley and Sons
- Year
- 2004
- Tongue
- English
- Weight
- 81 KB
- Volume
- 13
- Category
- Article
- ISSN
- 1086-1718
- DOI
- 10.1002/jsc.674
No coin nor oath required. For personal study only.
✦ Synopsis
Abstract
Strategic flexibility, both in its conceptual and practical form, has often fallen prey to criticism for the failure to manifest itself in terms of concrete steps of application and structured design. Constant non‐linear change, toying with managerial competence and emotional intelligence skills, aggravates and makes this discussion all the more pertinent.
Quantification and analysis of strategic flexibility have been cumbersome to accomplish. This paper aspires to supplement the existing literature by defining strategic flexibility as indispensable in times of turbulence and ongoing change.
A parallel drawn between organizations and living systems, and their resistance patterns to environmental shocks originating from change, will serve as a background platform to the discussion, as well as an argumentative tool towards refuting the allegation that flexibility in strategy formulation equates to lack of strategic orientation.
Copyright © 2004 John Wiley & Sons, Ltd.