Flexibility in Management Theory:

Towards Clarification of an Elusive Concept1.

Martin R. Fellenz
School of Business
Trinity College Dublin
Dublin 2
Ireland
Phone +353-1-896-2630
Email Martin.Fellenz@tcd.ie
2000
Abstract
The notion of flexibility is frequently used throughout the academic and applied
management literature. However, specific flexibility constructs are often ill-defined,
and the frequent use of such constructs has propagated conceptual confusion rather
than leading to clarification of the meaning of the underlying concept. This paper
reviews and discusses the use of flexibility in three areas of the management literature
(organization theory, strategic management, and operations management) and
establishes that the underlying conceptions of flexibility used in these areas are
remarkably similar. Based on this review, the paper presents a general definition of the
concept of flexibility as an objects capacity for variability of one or more of its
characteristics. After concluding that much of the conceptual confusion originates not
in the concept itself, but in its use in specific flexibility constructs, it proposes a set of
steps aimed at clarifying the nature of flexibility constructs in management theory and
research. Finally, the paper discusses directions for future management research on
flexibility. The paper distinguishes between the general concept of flexibility and
specific flexibility constructs. Thus, the presented argument serves also as an example,
a reminder, and a call for definitional discipline and conceptual explicitness in
organizational and management research.

I am grateful to Geoffrey MacKechnie, John Murray, and John Fahy for constructive comments
on an earlier draft of this paper.
1

Electronic copy available at: http://ssrn.com/abstract=1098111

Fellenz - Flexibility in Management Theory page 2

The notion of flexibility is extensively used by organizational researchers and

practitioners from all disciplines. It is applied in many different ways to many different
aspects of, or phenomena in, management and organizations. Explicitly or implicitly,
flexibility is central to many contemporary descriptive and prescriptive theories of managing
and organizing. However, despite its wide use, there exists no generally accepted definition of
flexibility (Adler, 1988; Beckmann, 1990; Evans, 1991; Fellenz, 1997; Hill & Chambers,
1991; Meilich, 1997; Parthasarthy & Sethi, 1993; Slack, 1997; Surez, Cusumano, & Fine,
1991; Swamidass, 1988; Volberda, 1998). Moreover, specific constructs developed from the
general concept of flexibility are frequently employed without clear definitions, so that the
meanings of specific uses of flexibility -- which often differ markedly -- must be gleaned
from the particular context and thus are frequently determined by the eye of the beholder.
The absence of a clear and accepted definition of flexibility potentially gives rise to
problems at two levels. First, at a general level where the term flexibility is used as a concept
(i.e., used to refer to common properties among a range of possible phenomena, see
Singleton, Straits & Straits, 1993), the lack of cohesion in meaning creates and propagates
misunderstandings and communication problems. This is particularly true for terms that are
part of everyday language because the multitude of connotations associated with such terms
as flexibility (or learning, intelligence, trust, change, performance, etc.) invites different
interpretations based on preconceived notions of the term. (see Calder, 1977) This in turn
affects the ability of researchers within an area to work collaboratively, and also impedes
cross -disciplinary work, because more effort needs to be spent on clarifying key terms such
as flexibility. Without consensus about the meaning of central terms, and a common
understanding and interpretation of key theories describing the relevant phenomena,
theoretical contributions will remain incompatible and empirical findings will diverge and
create inconsistencies that remain unresolvable until conceptual clarification is achieved
(Webster & Starbuck, 1988; Zammuto & Connolly, 1984).
Second, at the more specific level where the concept of flexibility is applied to
particular phenomena to devise specific constructs (i.e., used to create explanatory variables;
see Kerlinger, 1986; Rosenthal & Rosnow, 1991), a lack of explication can limit the utility of
such constructs. . For theory development, inadequate construct explication1 substantially
reduces the value of any explanation or prediction derived from the theory because the exact
nature and -- more importantly -- the actual role of the construct in question remain unclear.
Moreover, in empirical research, inadequate construct explication prevents the appropriate
operationalization of the construct, thus making proper measurement all but impossible and

Electronic copy available at: http://ssrn.com/abstract=1098111

Fellenz - Flexibility in Management Theory page 3

preventing construct and content validation (see Cook & Campbell, 1979; Miner, 1980, 1982;
Schriesheim, Powers, Scandura, Gardner, & Lankau, 1993).
There are several related reasons why management theorists and practitioners frequently
use the notion of flexibility despite these potential shortcomings. First, flexibility is easily and
intuitively understood. The high pre-understanding of the term has reduced the perceived or
imposed need to clarify the meaning of the term in explicit definitions. Second, flexibility is a
positively laden term and has become one of organizational theorys warm fuzzies. It is seen
by both researchers and practitioners as generally positive, valuable, and advantageous to
have. Thus, the use of the term has benefited from the often uncritically positive associations
with it and the resulting high intuitive appeal. A third reason for the frequent use of the
concept is the perceived importance of flexibility to issues such as change and adaptation in
and of organizations. Specifically, flexibility is widely seen as a capability that affords value
in uncertain and changing environments (e.g., Hitt, Keats, & DeMarie, 1998; Snow & Snell,
1993; Teece, Pisano, & Shuen, 1997), and as a result is often used in descriptive and
prescriptive ways even without the provision of an explicit link between flexibility and
desired outcomes.2 Finally, and maybe most importantly, the absence both of a commonly
accepted definition of the flexibility concept in management theory and practice, and of more
emphatic and stringent definitional requirements for the use of flexibility constructs,
contributes to the proliferation of, and variety in, its use. In other words, these factors allow
the term to be used in many different ways which in turn enables its users to take advantage
of the widely shared notions regarding flexibility, such as positive associations and perceived
importance, mentioned above.
In this essay, I attempt to address the problems that have arisen from the ill-defined and
equivocal uses of the term flexibility in the management literature. First, I review the use of
flexibility in three important areas of the management literature: organization theory, strategic
management, and production and operations management. I discuss contributions from these
literatures to extract the commonalties and differences in the particular uses of the concept.
This discussion then serves as the basis from which I derive a general working definition of
the flexibility concept. I then propose ways of employing the concept of flexibility in
management research that can help to avoid the perpetuation of the current conceptual
uncertainty and confusion, and discuss directions for further research.
Throughout this paper, I make a clear distinction between the general concept (where
concept refers to a notion specifying the common properties among a range of possible
phenomena, see Singleton, Straits & Straits, 1993) of flexibility, and specific flexibility

Fellenz - Flexibility in Management Theory page 4

constructs (where construct refers to the application of a concept in a particular context to

create explanatory variables; see Kerlinger, 1986; Rosenthal & Rosnow, 1991). Thus, in
addition to reviewing the use of flexibility and trying to clarify its meaning across these two
levels of abstraction, the presented argument serves also as an example, a reminder, and a call
for definitional discipline and conceptual explicitness in organizational and management
research.
The Concept of Flexibility in Three Management Literatures
To clarify the ways in which the notion of flexibility has been conceptualized and
applied, I provide examples of the use of flexibility from different areas of management
literature. The areas I have chosen as examples are organization theory, strategic
management, and production and operations management. These three form distinct bodies of
knowledge characterized by different concerns, focal content, contributing disciplines,
historical roots, and predominant research methodologies. Nevertheless, they are closely
related and share both key concerns and contributions informed by, and relevant for, this
investigation of flexibility.3
Flexibility in Organization Theory
The concept of flexibility is used extensively in organization theory. Most frequently
it has been utilized at the organizational level of analysis aimed at organizational structure
(e.g., Pugh, Hickson, Hinings, Macdonald, Turner, & Lupton, 1963), design (e.g., Bahrami,
1992; Sanchez & Mahoney, 1996), or form (e.g., Volberda, 1996, 1998). In organization
studies, the use of flexibility generally focuses on individual, sub-unit, or organizational
adaptation to intra- and extra-organizational circumstances. As such, the use of the concept of
flexibility is closely wedded to systems thinking in its various forms because any kind of
system responsiveness to environmental change, and thus any kind of system-environment
interaction, requires the ability to change system properties or behaviors.
The notion of organizational flexibility has not always been prominent in organization
theory. Early contributors to Scientific Management (e.g., Gilbreth & Gilbreth, 1917; Taylor,
1911) and classical administrative theory (e.g., Fayol, 1949; Gulick & Urwick, 1937) implicitly
or explicitly assumed the analyzability, specifiability, and predictability of tasks and subtasks
which can be coordinated by plans and schedules and, where necessary, buffers. Because they
assume stable organizational goals and task environments, they "leave out of account the
dynamics of program elaboration--the processes of developing new activities and programs of

Fellenz - Flexibility in Management Theory page 5

activities where these have not existed before." (March & Simon, 1958, p. 29) Few classical
authors discuss the gap between the rationality assumptions underlying this stable view of
organizations and actual organizational realities. Exceptions are some more practitioner-oriented
contributions which argue for the necessity for organizations to adapt to environmental
conditions (e.g., Koontz & O'Donnell, 1955), as well as the work of Mary Parker Follett that is
recently again receiving considerable attention (Graham, 1995).
Organization theorists from the late 1950s on increasingly addressed organizationenvironment interactions and the resulting necessity for organizational change and adaptation
(e.g., Burns & Stalker, 1961; Cyert & March, 1963; Emery & Trist, 1965; Lawrence & Lorsch,
1967; March & Simon, 1958; Perrow, 1967; Pfeffer & Salancik, 1978; Terreberry, 1968;
Thompson, 1967). One of the early formal definitions of organizational flexibility describes it as
expressing change in organizational structure (Pugh et al., 1963) Pugh and colleagues distinguish
three main features of organizational flexibility: amount, speed, and acceleration. Amount refers
to both the nature and importance of structural change. Speed represents the amount of change in
a specified time period, while acceleration refers to the onset of structural change. They also
point out the organization's receptivity for ideas in the environment, and its willingness and
ability to absorb them, as another important dimension of organizational flexibility. This early
conceptualization effectively equates flexibility with change, and specifically excludes the
question whether an organization could have changed if its circumstances had required it to
change (p. 307) as too hypothetical.
The majority of subsequent contributions in organization theory, however, takes a
different approach to flexibility and treats it as related to, or even synonymous with, the capacity
for organizational change. This reflects Bateson's (1972) view of (system) flexibility as
"uncommitted potentiality for change." (1972, p. 497) this conceptualization is closely related to
a fundamental dilemma in organization theory, namely the simultaneous needs for both abilities
to adapt and innovate on the one hand (i.e., organizational flexibility), and the need for
organization (coordination, control, structure, stability, identity, continuity, predictability, etc.)
on the other. This balance between capacity for change and stability -- by some seen as a tradeoff
or even a paradox -- has been recognized and discussed by many organization theorists (e.g.,
Burns & Stalker, 1961; Katz & Kahn, 1978; March & Simon, 1958; Meilich, 1997; Volberda,
1996, 1998; Weick, 1979, 1982; Weick & Westley, 1996). Weick (1979) for example points out
the ambivalent nature of both organizational flexibility and stability. "Flexibility is required so
that current practices can be modified in the interest of adapting to nontransient changes in the
environment. ... The trouble with total flexibility is that the organization can't over time retain a

Fellenz - Flexibility in Management Theory page 6

sense of identity and continuity. Any social unit is defined in part by its history, by what it has
done and by what it has chosen repeatedly. Chronic flexibility destroys identity." (p. 215)4 and
"Stability provides an economical means to handle new contingencies ... However, chronic
stability is dysfunctional because more economical ways of responding might never be
discovered." (p. 215) He points to organizations simultaneous needs for both flexibility and
stability and argues--similar to Grochla (1978)--that they can successfully fulfill these needs
either sequentially in the whole system or simultaneously in different parts of the system (Weick,
1979).
Meilich (1997) discusses various contributions that address the flexibility/stability issue,
which he frames in flexibility and efficiency terms. He identifies three general approaches to
solving the contradiction named choosing, balancing, and alleviating. The choosing approach
assumes that the contradiction between stability and flexibility cannot be resolved and proposes
that a choice between these competing principles is more useful than attempts to balance or
resolve the conflicting orientations. The distinction between the other two approaches, balancing
and alleviating, appears less clear as a successful balancing of the contradictory forces can be
interpreted in effect as alleviating the contradiction.
Volberda (1996) reviews the issue by arguing that flexibility is a function of the
interaction of managerial capabilities to respond to environmental change on the one hand
(managerial task, 1996, p. 361), and organizational capabilities to implement timely change
(organizational design task, 1996, p. 361) on the other. The firm is under control, and the
contradiction between flexibility and stability effectively resolved or at least inconsequential,
when these elements are in balance. Such simultaneous achievement of aspects of both stability
and flexibility in organizations is also described by Boynton and Victor (1991) in their
discussion of 'dynamically stable' organizations. Bahrami (1992) proposes bi-modal
organizational design features as a way to effectively resolve the contradiction, which mirrors
Duncans (1976) ambidextrous organization as well as Galbraiths (1994) discussion of parallel
or multi-layered organizational arrangements and of lateral integration and coordination
linkages.
In summary, the majority of applications of the flexibility concept in organization theory
aim at the organizational level with flexibility referring to an organizations ability to change or
vary in certain aspects. Flexibility is generally used to address organizational capacity to cope
with environmental uncertainty. It is often conceived of as hierarchical with flexibility of
organizational elements or sub-components contributing to higher level (or total system)
flexibility. A particular concern regarding flexibility in organization theory relates to the

Fellenz - Flexibility in Management Theory page 7

problematic relationship between flexibility and stability which reflects concerns about the
ambivalent or even paradoxical nature of organizations (Weick, 1979; Weick & Westley,
1996).
Flexibility in Strategic Management
The concept of flexibility is regularly used in the area of strategy management, with
some writers arguing that "the intellectual concept of strategy naturally leads to the intellectual
concept of flexibility" (Eccles, 1959, p. 25, quoted in Evans, 1991). Thus, some contributors view
flexibility as a core principle of business strategy (Evans, 1991; Hart, 1937) which relates to a
firm's abilities to deal with changing environmental circumstances (Harrigan, 1985). Others
regard it as one pole of the essential strategic tradeoff between "focused, concerted commitments
on the one hand and resource flexibility on the other" (Hambrick, 1985, p. xiii), while others
again see it as the foundation of an alternative product strategy that can provide competitive
advantage over firms that try to adhere to more traditional product strategies of low cost,
differentiation, or focus. (Sanchez, 1995). The view of the flexibility concept in business policy
and strategy appears highly homogenous, but the conceptualizations, scope, and usage of specific
flexibility constructs differ widely.
The most general term used by strategy researchers is 'strategic flexibility' (e.g., Evans,
1991; Harrigan, 1985; Hitt, Keats, & DeMarie, 1998; Sanchez, 1993, 1995). Strategic flexibility
refers to a strategic response to the unforeseen (Eppink, 1978, cited in Evans, 1991). It depicts
"firms' abilities to reposition themselves in a market, change their game plans, or dismantle their
current strategies when the customers they serve are no longer as attractive as they once
were." (Harrigan, 1985, p. 1) Thus, strategic flexibility is related to a firm's response set for firmenvironment interactions (Sanchez, 1993; see also Bowman & Hurry, 1993). The value of such
strategic flexibility appears obvious: "Organizations seek strategic flexibility in order to increase
the speed and extend their scope of manoeuvre." (Evans, 1991, p. 77) High speed and broad
scope of possible action enables organizations to react differently according to the specific
environmental situations. Such abilities are important for both strategy formulation and
implementation. They increase the likelihood that choices for appropriate (i.e., adaptive) courses
of action are available at each point in the strategic management process (Bowman & Hurry,
1993; Sanchez, 1993). The need for such strategic flexibility is particularly high in
hypercompetitive environments where competitive advantage is extremely short-lived and
competitive success depends on firms abilities to counteract the erosion of their advantages with
quick and novel actions (DAveni, 1994).

Fellenz - Flexibility in Management Theory page 8

Strategic flexibility is influenced by the 'real', internal and external conditions of the firm,
by the ability of strategy makers to recognize and conceptualize limitations and opportunities
inherent in the organization's complex situation, and their ability and willingness to develop
action alternatives for the firm. Thus, strategic flexibility can be seen as restricted or enabled by
two factors, each of which is necessary but not sufficient.5 The first factor restraining strategic
flexibility is the number of ecologically6 valid strategic options or the number of action options
that the internal and external conditions of the firm permit and for which the necessary resources
(e.g. capital, know-how, support, legitimization, etc.) are available or can be obtained. The
second restraining factor is the number of acknowledged strategic options, which refers to the
number of strategic options that organizational decision-makers are able to conceptualize or
recognize, and willing to consider. Only options that are both ecologically valid, and
acknowledged by a firm's decision makers, contribute to a firms strategic flexibility, or the
number of strategic action options currently available to a firm .
These two factors contributing to strategic flexibility have been identified and discussed.
The number of ecologically valid strategic options is related to both environmental conditions
and resource flexibility. Resource flexibility in this context refers to the number of different ways
in which a particular resource can be utilized (e.g., Hambrick, 1985; Sanchez, 1993, 1995;
Sanchez & Mahoney, 1996). Examples of resource flexibility include equipment flexibility ,
workforce flexibility (Malhotra, Fry, Kher, & Donohue, 1993), or product development subprocess flexibility (Sanchez, 1995).
The second determinant is organizational decision makers' ability to recognize, and
motivation to consider, all available strategic options. This ability/motivation factor refers to both
existing and well-known options, as well as to unfamiliar and novel strategic options. Managers
identify such options through retrospective sensemaking processes (Hurry, Miller, & Bowman,
1992; Bowman & Hurry, 1993), and Harrigan (1985) postulates that mental barriers are an
important inhibitor of strategic flexibility.
Other conceptualizations of flexibility in strategic context exist. Krijnen (1979) uses the
term strategic flexibility to describe the ability of an organizations structure to change its
product-market combinations. Kogut and Kulatilaka (1994) call the ability of multinational
corporations to shift production across borders between sub-units located in different countries
operating flexibility, which can be interpreted as a more specific strategic flexibility construct.
A number of strategy researchers have extended the above conceptualization of
flexibility by including an evaluative dimension. They portray strategic flexibility as 'successful
responsiveness to environmental demands' and describes it as characterized by readiness and

Fellenz - Flexibility in Management Theory page 9

capability to change (e.g., Krijnen, 1979). Jennings (1987) uses the term organizational
flexibility to describe an organization's entrepreneurial ability which "entails the capacity to
recognize and then effect profitable change." (1987, p. 23) Hitt and his co-authors define
strategic flexibility as the capability of the firm to proact or respond quickly to changing
competitive conditions and thereby develop and/or maintain competitive advantage. (1998, p.
26; see also Hitt, Hoskisson & Harrison, 1991) While ostensibly similar to the above
descriptions of strategic flexibility, these different conceptions include an evaluative dimension
('successful', 'profitable', competitive advantage) in the definition of strategic flexibility that is
conceptually unsatisfactory. As discussed above, strategic flexibility refers to the capability of a
firm to respond to environmental demands and exploit environmental opportunities. The success
of a chosen course of action, however, is not inherent in the response capability or the choice to
employ it, but is rather determined by the unfolding interplay between strategy implementation
and environmental conditions over time. Thus, success can only be determined ex post facto.
Including an evaluative dimension in a definition of strategic flexibility would require
knowledge about the outcomes of each choice that is not available in uncertain, dynamic and
complex situations. The most explicit approach to deal with the evaluation issues is
Sanchez (e.g., 1993) work using a strategic options view of strategic flexibility. Within this
view, a firms strategic flexibility is determined by the set of options it has for competitive
actions in input and output markets. The value of option sets is determined through real option
valuation and is determined by the appropriateness of the available options for obtaining and
sustaining competitive advantage given the actual internal and environmental conditions the
firm faces.
In summary, flexibility is used in the strategy literature to depict firms ability to adapt to,
and exploit, changing environmental conditions and demands. It is valued as an important
capability for dealing with environmental uncertainty and competitive pressures. Strategic
flexibility is seen as the firms ability to change the direction, intensity, or quality of its
endeavors. It is thus frequently conceptualized as the size of a firms strategic option set, which
is jointly influenced by the ability and motivation of decision-makers to recognize and consider
such options. Finally, flexibility is seen as a hierarchical phenomenon in that different types of
resource flexibility can contribute to the higher-level strategic flexibility of a firm.
Flexibility in Operations Management
The concept of flexibility has been discussed with acute attention to the problems of
definition in the area of production and operations management (e.g., Gerwin, 1993; Slack,

Fellenz - Flexibility in Management Theory page 10

1997; Swamidass, 1988; Upton, 1994). The notion of flexibility is central to many theoretical
and empirical contributions in the operations management (OM) domain. However, the term
'flexibility' is often not well defined (e.g., Beckmann, 1990; Hill & Chambers, 1991; Slack,
1989, 1997; Surez, Cusumano, & Fine, 1991; Swamidass, 1988) and existing definitions are
not uniformly accepted. Swamidass (1988), listing frequently used flexibility terms, argues that
the scope of existing flexibility constructs overlaps and that some are aggregates of others. Upton
points out that the term has come to be used for many purposes, each of which characterizes a
different quality or capability of a system. (1994: 72) Moreover, different authors use the same
terms in different ways which adds further confusion.
Flexibility is generally used in the OM literature to describe characteristics of
manufacturing or operations systems that allow these systems to deal with environmental
uncertainty (Gerwin, 1993; Gupta & Goyal, 1989; Slack, 1997; Swamidass, 1988; Swamidass &
Newell, 1987). Examples of the use of this capability include switching between or re-combining
in different ways aspects of the production/operation process. Consequently, Swamidass defines
manufacturing flexibility as "the capacity of a manufacturing system to adapt successfully to
changing environmental conditions and process requirements. It refers to the ability of the
production system to cope with the instability induced by the environment." (1988, p. 2)
Manufacturing flexibility enables companies to introduce modified or new products at
minimal cost and lead time (Garud & Kotha, 1994, p. 671) with the aim of gaining a
competitive advantage over others.
In the OM domain, different types of flexibility are frequently distinguished according to
the level of analysis used (e.g., Browne, Dubois, Rathmill, Sethi, & Stecke, 1984; Slack, 1991;
1997; Swamidass, 1988). The common assumption here is that the flexibility of sub-components
(e.g., technology; human resources; supply networks) contributes to overall system flexibility
(Slack, 1991, p. 85). This hierarchical conceptualization can be found throughout the OM
literature on flexibility, with different terms used to distinguish between sub-component
flexibility (e.g., technical or machine-level flexibility, Swamidass, 1988; resource
flexibility, Slack, 1991) and overall system flexibility (e.g., plant-level flexibility, Swamidass,
1988; system flexibility or total operation flexibility, Slack, 1991). Examples for technical, or
lower-level, flexibility that can contribute to total-system, or manufacturing, flexibility include
particular production equipment, product design, work organization, planning and control
procedures, materials management, and information technology (Gerwin, 1993: 396; see also
Boer & Krabbendam, 1992).

Fellenz - Flexibility in Management Theory page 11

Slack (1991) discusses the need for manufacturing flexibility as arising from four
sources: variety of requirements of the present system; short-term uncertainty regarding ability
to maintain performance if things do not go according to plan; long-term uncertainty regarding
emerging technologies, products, or market conditions; and ignorance about the appropriate
strategic direction of the manufacturing function due to lack of knowledge about the overall firm
strategy. He distinguishes different types of flexibility that can address the different challenges
arising from these sources: range and response flexibility. The former refers to the amount of
options (e.g., range of products) that a manufacturing system can produce at any given time,
while the latter describes the time necessary to make new options available (Slack, 1989, 1991).
A similar distinction is made by Parthasarthy and Sethi (1992) who term these aspects scope and
speed flexibility, respectively.
At second type of flexibility aims at the more general organization or plant level of
analysis. According to Swamidass (1988), such plant-level (or manufacturing) flexibility is
determined by the complex interplay between technological capabilities and the infrastructure of
people, policies, procedures, manufacturing strategy, etc. It is "also derived from flexibility in
design and engineering capabilities." (Swamidass, 1988, p. 2) This latter point highlights the
developmental aspect of plant-level flexibility in that such flexibility is derived from the ability
of the firm to develop, change, and redesign aspects of its production system. The main
difference between plant-level flexibility and technical flexibility is that the former is not
constrained by the available options within a response set (or 'parts envelope'), but that this
response set itself can be changed, extended, and transformed.

The importance of this

qualitative distinction becomes clearer when the strategic role of manufacturing flexibility is
considered.
Fundamentally, manufacturing flexibility enables firms to respond to changes in their
environment with a change in the kind, mix or volume of their output (Boer & Krabbendam,
1992; Goldhar, Jelinek, & Schlie, 1991; Goldman & Nagel, 1993; Swamidass, 1988; Tranfield,
Smith, Ley, Bessant, & Levy, 1991). It is generally seen as an effective means to deal with
uncertainty. For technical flexibility, the kinds of uncertainty considered have mainly been
forecasting and thus production capacity and utilization uncertainties (e.g., Tobias, 1991). One
way of achieving such flexibility is through buffering, through large inventories, surplus
production capacity, or excessively long quoted lead times (Newman, Hanna & Maffei, 1993).
Buffering through slack resources enables the production system to deal with uncertain external
requirements by giving it time and resource redundancy. Such redundancy is expensive, which

Fellenz - Flexibility in Management Theory page 12

limits the feasibility of such buffering strategies (Newman et al., 1993; Adler et al., 1999, for a
discussion of flexibility/efficiency tradeoffs).
In addition to uncertainty about quantitative aspects of production, such as volume and
mix, plant-level or manufacturing flexibility also allows to deal with uncertainty related to
qualitative changes in the environment, e.g., new technologies or change in customer demands.
The ability to change existing options, or add new options to the existing option set, enables
companies to adapt to discontinuous change. Thus, plant-level manufacturing flexibility, as
opposed to technical flexibility, permits choice between existing, as well as development and
adoption of novel, strategic responses that are related to the production process.
In summary, flexibility as used in the OM literature is seen as an important capability
enabling operation and manufacturing systems to deal with uncertainty. Flexibility addresses
aspects of the system that can vary or change, and is often conceptualized as the option set for
the kind, mix, or volume of output. Frequently, flexibility is depicted as hierarchical, with lower
level (or element and sub-component) flexibility contributing or enabling higher level (or total
system) flexibility. In the OM literature, an explicit distinction is made between range (or scope)
and response (or speed) flexibility, which refer to the number of available options, and the time
for generating different options, respectively. This distinction reflects the applied focus and often
prescriptive nature of the OM contributions on flexibility.
Concluding our selective review of flexibility in the field of management theory, it
appears that there is fundamental agreement in the way in which flexibility is used, while some
points of divergence exist. I will discuss these points of convergence and divergence in turn in
the next section.
Convergence and divergence in flexibility conceptions and
a general definition of the flexibility concept
Our review of the use of the flexibility construct in three management literatures reveals
convergence in the understanding of the flexibility concept, but divergence in the definitions and
use of specific flexibility constructs. The similarity in understanding is reflected in the shared
concerns that compel researchers in these different domains to invoke the concept of flexibility.
In all cases, flexibility is considered in relationship to the need to cope with uncertainty and
change. This correspondence highlights another point of convergence, namely the implicit or
explicit use of systems thinking. Two core foci of systems theory are systemic functioning and
system-environment relationships, both of which are informed by flexibility. Other points of
convergence in views on the flexibility concept are the predominant view of flexibility as a

Fellenz - Flexibility in Management Theory page 13

systems capability. Similarly, the literatures converge in the implicit or explicit recognition
of the hierarchical nature of different kinds of flexibility, such that flexibilities of components
or dynamics on lower levels of analysis contribute to higher-level or overall flexibility
(Ashby, 1952, 1960; Bateson, 1972; DeGreene, 1991).
Our review has also revealed some differences in the use of flexibility constructs
between the three literatures. Specifically, the objects to which flexibility is applied differ
markedly between and even within the literatures, as do the specific issues and dynamics that
these different flexibility constructs are addressing. The difficult relationship between flexibility
and stability is discussed almost exclusively in organization theory, conceptualizations of
flexibility as a repertoire concept (or option set) are common mainly in strategic management
and operations management, and distinctions between range and response flexibility appear only
in operations management. These distinctions between flexibility constructs and in their use
derive from different preoccupations of the respective areas of management theory, and often
reflect a more developed view -- or at least a more explicit recognition -- of some key issues
related to aspects of flexibility. These distinctions at construct level do not, however, affect the
similarity in conceptions of flexibility as a concept.
Overall, the review of the use of the flexibility concept in selected important
management literatures reveals fundamental similarities in the meaning and use of the
concept. These similarities make it relatively easy to integrate the existing views of flexibility.
Flexibility generally refers to a characteristic of a system, or of an element or aspect of a
system. It commonly specifies a distinct capacity for variability and change inherent in the
focal system, without implying if and when this capacity may be used, and without any
predetermined implication of the usefulness of such variation and change. Thus, the following
may serve as a general working definition for the concept of flexibility: Flexibility refers to a
systems capacity for variability of one or more of its characteristics. This definition of
flexibility is congruent with the conceptions found in the reviewed literatures, with the
common usage of flexibility in everyday language, and also with semantic analyses of the
term flexibility (e.g., Fellenz, 1997). Based on this general definition of the concept, more
specific definitions can be developed for specific flexibility constructs that serve particular
purposes. For a systems theoretical investigation of system-environment relations, for
example, system flexibility may be defined as the systems capability to change its internal
components, or the arrangement of these components, to reflect changes in the environment
and create continued fit.

Fellenz - Flexibility in Management Theory page 14

Implications for research practice: Procedures for increasing the

clarity of flexibility constructs
In this essay I have reviewed the use of the flexibility concept in some important areas
of management theory. I concluded that the concept is widely employed and accepted, and
while specific uses are different, the distinct conceptions of flexibility have at their heart
many common aspects of meaning. After clarifying the nature of the flexibility concept and
proposing a general definition, I feel that it is important to discuss ways of employing the
concept in management research that help to avoid the perpetuation of conceptual uncertainty
and confusion.
The use of flexibility is seldom restricted to a purely conceptual treatment. In
empirical research, but similarly in theory development, the flexibility concept will be applied
to particular phenomena to create specific flexibility constructs. These flexibility constructs
are defined in context specific ways and can be used in theory development (to guide
explanation) and empirical research (to guide operationalization) (Kerlinger, 1986; Rosenthal
& Rosnow, 1991). Rather than confusion about the flexibility concept, it is the way in which
specific flexibility constructs have been presented and used that has produced the current
predicament regarding flexibility. To address this, I propose steps for construct development
and guidelines for their use that can substantially reduce the confusion, misunderstandings
and problems for theory and research that arise from the inadequate explication of flexibility
constructs.
The development of any flexibility construct must start with a clear definition of
flexibility. For this discussion of a set of requirements for construct explication, I are using
the definition presented in the previous section. However, the fundamental steps remain the
same even if a different conception of flexibility is used.
The concept of flexibility as defined here (a capability) requires firstly the
development of a relational construct, i.e., a construct that has to be defined in terms of some
other object, system, or state. In creating a concrete construct from the abstract flexibility
concept the essential first step is therefore to clearly identify the focal object that has this
capability. A second, related reason why a clear definition of the object that has flexibility is
important is that the systems perspective that underlies virtually all of the applications of
flexibility necessitates that the object (or system) that has flexibility is clearly demarcated. In
system theoretical terms, conceptualizing flexibility as a capacity equates to flexibility as a
property of the system. Thus, the systems boundaries need to be clearly defined to allow an
unequivocal discussion of any flexibility construct (see Upton, 1994). This, in turn, cannot be

Fellenz - Flexibility in Management Theory page 15

achieved without some considerable reflection on the origins of flexibility. More specifically,
identifying the nature and boundaries of the focal object that possesses flexibility requires an
understanding of the causal dynamics underlying the ability to vary or change particular
aspects of the object.
To clarify this point it is useful to briefly compare two commonly used sources of
flexibility that I will call variable-based flexibility and configuration-based flexibility.
Variable-based flexibility reflects the view that systems can be described as sets of interlinked
variables, each of which has upper and lower thresholds of tolerance. Movement within these
tolerances is achievable, but at extreme values variables lock up and rigidities can spread
throughout the system (Bateson, 1978; Ashby, 1960). If the flexibility construct is based on
such a variable-based view of flexibility, it is useful, if not necessary, to provide an account of
the key variables and their relationships as well as the relevant thresholds and internal or
external influences that require the variables to change. It may also be necessary to discuss
how the thresholds can be moved to allow for larger variability of the key variables.
Configuration-based flexibility reflects the view that different system-states can be
achieved by reconfiguring the relationships between, or the structure of, the systems
elements. Loosely-coupled system, for example, will be less affected by individual variables
operating at their threshold than tightly coupled systems where rigidities can spread quickly.
The nature of the systems internal coupling, then, should be considered as part of the
definition of flexibility and the description of the object because these internal relationships
determine how a central system capability, i.e., flexibility, is derived and can be employed.
As an example, when proposing a construct such as structural flexibility, it needs to
be clear what the focal object is that has this capability. It could be an organization with the
capability to vary its structure, or a structural arrangement that supports different kinds of
business processes. Choosing one of these two objects would fundamentally change the
nature of the flexibility construct that is described, as would a different definition of each of
them. If structural flexibility is viewed as a feature of an organization, then the nature of the
focal object (organization) and of its variable aspect (structure), as well as the relationship
between them, needs to be clarified. Also, an understanding of where flexibility originates and
how it can be used is important. If organization is conceived in its institutional (rather than
instrumental) meaning and its structure is defined as the formal arrangement of reporting
relationships, then it would make sense to define the organization as demarcated by the limits
of formal authority which underlies such reporting relationships. The systems boundaries are
thus clearly identified, as is the nature of the variable aspect and the way in which the existing

Fellenz - Flexibility in Management Theory page 16

structural flexibility can be exercised (i.e., by authority-based decree). A different definition

of the focal object and its limits, of the flexible aspect, or of the way in which flexibility can
be exercised would lead to a fundamentally different flexibility construct.
In summary, unless the focal object is clearly defined and the nature of flexibility
underlying the to-be-developed construct is made explicit, the construct fails to be fully
explicated, and will have limited theoretical value. Also, it cannot guide operationalization
and thus hinders proper empirical investigation.
The next crucial step in flexibility construct development is to identify the aspect or
aspects of the focal object that can vary. In some cases, it may be useful to also explicitly
discern the non-flexible aspects of the focal object as well. In other words, it is necessary to
identify the nature and the limits of the capacity called flexibility. To follow through with the
above example, for construct development purposes it is not enough to claim that structural
flexibility is an organizations capability. The construct is not properly developed unless it is
clear that structural flexibility for example refers to an organizations capability to vary its
structural arrangements, but not its strategic objectives, its culture, its legal status, the
environmental domain(s) it is engaged in, or other aspects that continue to define its identity.
Such additional explication make the abstract notion of flexibility more concrete and provide
necessary clarity and specificity regarding the nature of the developed flexibility construct.
A further important step in construct development is the clarification of the theoretical
context of the developed construct. Without a theoretical or empirical justification for a
construct (i.e., an explanatory variable) there is little research value in developing it. Often,
the theoretical justification remains implicit, preventing the construct from being fully
explicated in a way that informs others not only about its nature, but also about its relation to
other variables and its role in relevant causal dynamics. Examples for aspects of the
theoretical context include for example antecedents and consequences of the flexibility
constructs. In addition to addressing the questions of where flexibility originates, and what its
implications may be, specifying antecedents and consequences also benefits empirical
research. Defined as a capability, flexibility has to be treated as a latent variable.
Measurement strategies will therefore usually involve triangulating flexibility by measuring
observable aspects or correlates, and antecedents and consequences can serve as such
indicators.
In addition to these requirements for construct development, I propose an additional
guideline not aimed at construct development and explication, but rather at the use of
flexibility constructs in management research and practice. For the purpose of analytical

Fellenz - Flexibility in Management Theory page 17

clarity, it is important to distinguish the presence of flexibility from the potential value that
can be derived from its use. Any evaluation of flexibility must be derived from, and should be
explicitly linked to, the particular goals and objectives associated with the focal object that
has flexibility. The presence or absence of flexibility in itself is not valuable. What determines
the value of flexibility is the purpose for which it is used, and the context in which it is
employed. If this is not recognized, flexibility will remain a warm fuzzy of management
theory and it will be harder, if not impossible, to further progress towards a full understanding
of flexibility.
In summary, the following steps are crucial for the development and explication of
flexibility constructs: (a) identifying the focal object, entity, or system that has flexibility; (b)
specifying the nature and the limits of this flexibility, and (c) placing the flexibility construct
in an explicit theoretical context. In addition, it is important to base any evaluation of
flexibility in analyses that take account of particular objectives and situational context and the
resulting relevant value dimensions.
Directions for further research into flexibility
The main focus of this article is the notion of flexibility and its use in management
theory and research. The result of the review and analysis presented in this article is that
flexibility conceptions are similar across different areas of management research, but that
specific flexibility constructs are generally not sufficiently explicated which leads to
confusion and hinders their proper use in empirical investigations. The implications for
further research arising from these findings aim primarily at two aspects: the nature of the
flexibility concept, and the constitution of specific flexibility constructs. Relevant research
directions related to these two issues are discussed in turn below.
Notwithstanding the similarity of flexibility conceptions established in article, our
analysis raises several fundamental questions regarding the nature of the flexibility concept.
The first aspect deserving attention is the relation of flexibility to concepts such as
adaptability, agility, or change. What are the similarities and differences between these
concepts and flexibility? Does flexibility add to their explanatory potential, or is it redundant?
In the context of the relationship between flexibility and change, particularly the perplexing
relation between flexibility and stability deserves clarification. Future research should address
the question about the exact nature of the relationships among flexibility (a capacity), change
(a process or a difference in status over time), and stability (the absence of change). Our

Fellenz - Flexibility in Management Theory page 18

depiction of these different concepts already aims this conceptual investigation in a particular
direction, but other approaches should also be encouraged.
A related yet distinct research direction aims at the link between flexibility and
learning. References to learning are frequent in the reviewed literatures, but the specific
relation between the two concepts remains unclear and should be investigated. For particular
objects (e.g., organizations), this research direction could lead to the development of
comprehensive models explaining the connections between and among flexibility [a
capability], learning [a process], knowledge [an outcome of learning], and change [an
outcome or a difference in status].
A third set of questions that future research needs to address in more detail is related
to the hierarchical nature of flexibility. Why is flexibility frequently conceptualized in a
hierarchical manner? Is flexibility homomorph and homologous across different levels of
analysis, or does it differ in qualitative ways depending on the level at which it is considered?
What are the cross-level dynamics involving flexibility, if any, and what are their implications
for the conception of flexibility in management theory?
A fourth research direction emanates from the definition of flexibility as a capability.
This definition implies that in empirical research, flexibility will have to be treated as a latent
variable (similar to intelligence, creativity, competency, etc.). Because latent variables cannot
be directly observed, they pose specific problems for operationalization and measurement
(e.g., Bollen & Lennox, 1991; Hughes, Price, & Marrs, 1986). Moreover, not only is
observation restricted to antecedents, correlates, or consequences of flexibility, but even
specific outcomes may not unequivocally be treated as the result of flexibility. For these
reasons, the implications of conceiving of flexibility as a capability need to be further
explored. Also, future research that adopts this conception (as most of the extant work has
done) must take special care in providing exact and comprehensive statements of theory as
well as fully explicated and carefully operationalized constructs.
As a result of the analysis and discussion presented in this article, we have criticized
the lack of explication of most existing flexibility constructs. Research attention should
therefore be given to revisiting existing flexibility constructs to specify them, as needed,
according to the steps outlined in this article. A related methodological requirement would be
the development and validation of instruments that allow the measurement of existing
flexibility constructs. Future research should also aim at developing new, fully explicated
flexibility constructs for inclusion in current theories and models dealing with adaptation,
change, and the management of uncertainty.

Fellenz - Flexibility in Management Theory page 19

Conclusion
This paper was prompted by the apparent confusion about the meaning of the concept
of flexibility, and by the proliferation of ill-defined flexibility constructs in all areas of
management theory. A review of the use of flexibility in selected management literatures it
becomes clear that most users have similar conceptions of flexibility, and the paper advanced
a general definition of flexibility based on this common understanding. It concluded that the
confusion regarding flexibility arises not from different definitions of the flexibility concept,
but rather from the inadequate explication of flexibility constructs. Thus, the paper proposes
several steps that, if taken, will help to ameliorate the current problems.
Conceptual pluralism can be appropriate and valuable for emerging areas of study
because it invites participation, opens up debate, permits multiple avenues of inquiry, and
makes contributions from multiple traditional and non-traditional perspectives possible. All
these activities support the full exploration of important issues. In management theory,
however, the concept of flexibility is generally not used in such an exploratory way. Rather, it
is invoked in ways that presume a clear, explicit, and commonly accepted definition. This
paper aims at providing such a definition that can serve as a beacon for those interested in this
important concept. Moreover, it calls for clearer explication of the exact meanings of
flexibility constructs that are developed for specific purposes and contexts.
Still, this article is not an attempt to provide management theory with the final,
absolute definition of flexibility. If the presented definition falls short of the needs of
researchers and practitioners, then hopefully it will serve as an invitation to develop and
articulate improved conceptions and definitions. Nevertheless, no matter which definition of
the concept of flexibility is used, this call for improved construct explication should be
heeded. This is necessary to advance the analysis and understanding of the important issue of
flexibility in management theory.
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We use the term construct explication to refer to the explicit definition and theoretical clarification of a construct
(see Cook & Campbell, 1979). Nunnally defines construct explication as the process of making an abstract word
explicit in terms of observable variables (1967: 95), a general process that we call operationalization.
2
Note also the widely felt intuition of a corollary between efficiency and rigidity" (Adler, 1988: 40) and its
relationship to the relation between flexibility and adaptation which is discussed further by Adler, Goldoftas and Levine
(1999) and Meilich (1997).
3
Flexibility is also a key concern, and a central concept, in other management areas such as human resource
management, financial management, or information systems and technology management, to name but a few. This
article focuses on the three selected areas in an exemplary rather than exclusive fashion. Other areas could have been
included, but the thematic, conceptual, and methodological links between the chosen areas appear particularly relevant
and useful to frame this treatment of flexibility.
4
"Chronic flexibility" should not be misunderstood as indicating continuous change. While flexibility is a capability for
change, actual change is a process distinct from the capability that enables it. Chronic or total flexibility would indicate a
state where all possible options are available, and no option has a higher likelihood of being chosen than any other option.
Thus, no consistent patterns of actions can emerge (unless decision-making procedures systematically limit the number of
choices), and an identifiable identity on the basis of past action cannot be developed.
5
Sanchez (1995) provides a similar distinction. He identifies resource flexibility and coordination flexibility as factors
contributing to strategic flexibility.
6
The term "ecological" is not used to point to the natural ecosystem as a factor in this analysis. Rather, it represents the fact
that strategic actions can only be assessed as viable in a specific context that includes the organization's internal and external
environment. Bowman and Hurry (1987) call ecologically valid but unacknowledged choices shadow options.
7
This corresponds to the distinctions between 'learning I' and 'learning II' (Bateson, 1972), and single-loop and double-loop
learning (e.g., Argyris & Schn, 1978), respectively.