Measuring the organizational responsiveness through managerial flexibility

Abstract

Purpose -The purpose of this paper is to explore the nature of managerial flexibility and analyse its relationship to the organizational responsiveness of firms. This paper seeks to measure responsiveness by determining the fit between contextual and organizational variables. Design/methodology/approach -Using an empirical approach and data drawn from a wide range of countries and different industries this paper obtains a sufficiently validated multidimensional scale. Findings -The research proposes a measurement scale of organizational responsiveness through four types of managerial flexibility: internal and external, structural and strategic. Practical implications -Whereas researchers can benefit from the development of a methodology that integrates different perspectives on fit, practitioners can identify the organizational responsiveness in their organizations. Originality/value -This paper contributes to the literature by proposing a method to identify the organizational responsiveness of firms and developing a measurement scale.

Reflexivity and flexibility: Complementary routes to innovation?

“…Since the first studies on organisational contexts in the 1970s (Donaldson, 1971), flexibility has been conceived as an ability that discriminates highperforming from low-performing organisations in situations of uncertainty and instability (Thurston & Runco, 1999;Georgsdottir & Getz, 2004;Biedenbach & Soderholm, 2008;Verdu & Gomez-Gras, 2009), supporting their readiness to face changes and try new ways of doing things, rather than remaining in a stagnant situation. Further studies have provided evidence that flexibility facilitates a company's successful adaptation and enhances the need for change, above all when markets are highly competitive (Grewal & Tansuhaj, 2001;Anand & Ward, 2004;Verdu & GomezGras, 2009).…”

The Correlation between the Degree of Customer Satisfaction and Turnover, an Approach to Managerial Flexibility

“…In the literature, the term "managerial flexibility" means adaptation to the turbulent environment, the ability to decide flexibly, the flexible manner in which investments are made [2], flexibility in motivating human resources [3], technological flexibility, value and organizational flexibility [4], the ability to negotiate etc [5].…”

The Effect of Human Resource Practices on Employee Performance in Hospitals: A Systematic Review

“…Although several literature reviews have examined relationships between managerial practices and organizational outcomes across industries, their focus in healthcare was inadequate. This article represents the first attempt (to our knowledge ) to specifically review the potential applicability of people management practice related findings from across a breadth of contexts to the organizations' efforts to improve quality of health care in hospitals through team of employees (5,15,18,23).…”

“…One might ask "Why do some organizations perform better than others? This can be due to, among others, differences in their organizational structure, climate, managerial or HR practices (22)(23)(24) .…”