Internal labour flexibility from a resource-based view approach: definition and proposal of a measurement scale

Abstract

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Influence of Technological Assets on Organizational Performance through Absorptive Capacity, Organizational Innovation and Internal Labour Flexibility

“…As to internal labour flexibility, when the environment changes and uncertainty increases, top managers develop and stimulate employees to adopt more flexible work roles [13]. It follows that an organization's achievement of internal flexible labour fit is a sign that it has developed a dynamic capability that permits it to adapt to the changes in the environment in which the firm operates.…”

“…Beltran Martin et al (p. 1581) [13] argue that labour structure is defined by internal labour flexibility as "a multidimensional concept made up of the following components: (a) intrinsic flexibility; (b) skill malleability; (c) behavioural malleability; and (d) relational flexibility". Internal labour flexibility refers to the flexibility demonstrated by the organization's set of human resources at a Sustainability 2018, 10, 770 4 of 25 specific point in time.…”

“…(iii) Identify the internal mechanisms used by flexible companies to organize ideas in a collaborative environment, as well as priorities, and facilitating conflict resolution [11]; our paper aims to fill this gap by showing that a firm with greater flexibility and better-enabled communication will achieve more efficient decision-making processes. (iv) Determine how to take advantage of this flexibility within the company and to strengthen potential and realized absorptive capacity to obtain organizational innovation throughout the organization [9, [12][13][14][15][16]. Such exploitation involves enabling organizational innovation throughout the firm by increasing flexible organizational design and the number of more knowledgeable individuals.…”

Functional Flexibility in Human Resource Management Systems: Conceptualization and Measurement

“…Its effects on organizations' financial performance have been tested in empirical works such as those proposed by Bhattacharya, Gibson and Doty (2005). Despite this importance, there is still lack of consensus in the literature about how to conceptualize flexibility in the field of human resource management (Beltrán-Martín et al, 2009;Mayne, Tregaskis & Brewster, 1996). Different works have defined and measured it using diverse constructs, normally focusing just on part of its dimensions (Bhattacharya et al, 2005;Golden & Powell, 2000;Kalleberg, 2001;Looise, van Riemsdijk & De Lange, 1998;Roca-Puig, Beltrán-Martín & Bou-LLusar, 2008).…”

“…Theoretically, the importance of flexibility has been justified using the Resource Based View of the firm (Barney, 1991;Beltrán-Martín, Roca-Puig, Escrig-Tena & Bou-Llusar, 2009). Its effects on organizations' financial performance have been tested in empirical works such as those proposed by Bhattacharya, Gibson and Doty (2005).…”