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Building the Flexible FirmHow to Remain Competitive$
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Henk W. Volberda

Print publication date: 1999

Print ISBN-13: 9780198295952

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198295952.001.0001

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Resolving the Paradox: Flexibility under Various Levels of Competition

Resolving the Paradox: Flexibility under Various Levels of Competition

Chapter:
(p.184) 7 Resolving the Paradox: Flexibility under Various Levels of Competition
Source:
Building the Flexible Firm
Author(s):

Henk W. Volberda

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198295952.003.0082

Identifying the organization and managerial design tasks, which serve as the strategic framework's building blocks, has aided us in examining an organization's responsiveness as well as the flexibility mix. A more dynamic perspective is adopted in this chapter to look into how firms have been able to integrate the two building blocks with each other. In this chapter, we introduce a third building block referred to as the changing competitive forces so that we can determine the sufficient flexible capabilities repertoire, the design's flexibility potential, and when management can merge tight organizational conditions with operational flexibility, as well as structural flexibility with looser organizational conditions. This building block is said to determine the organizational conditions' design adequacy, as well as the sufficiency of the flexibility mix. We identify the forces that bring about environmental turbulence while looking into the dynamics that affect the said turbulence and competition.

Keywords:   changing competitive forces, environmental turbulence, competition, design adequacy, flexibility mix, sufficiency

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