Search
  Advanced Search
 
Journal search
Journal cover: Journal of Organizational Change Management

Journal of Organizational Change Management

ISSN: 0953-4814

Online from: 1988

Subject Area: Organization Studies

Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Previous article.Icon: Print.Table of Contents.Next article.Icon: .

“Flexibility” as the rationale for organizational change: a discourse perspective


Document Information:
Title:“Flexibility” as the rationale for organizational change: a discourse perspective
Author(s):Richard Dunford, (University of Sydney Business School, University of Sydney, Sydney, Australia), Suresh Cuganesan, (University of Sydney Business School, University of Sydney, Sydney, Australia), David Grant, (University of Sydney Business School, University of Sydney, Sydney, Australia), Ian Palmer, (College of Business, RMIT (Royal Melbourne Institute of Technology) University, Melbourne, Australia), Rosie Beaumont, (Faculty of Business and Enterprise, Swinburne University, Hawthorn, Australia), Cara Steele, (Faculty of Business and Enterprise, Swinburne University, Hawthorn, Australia)
Citation:Richard Dunford, Suresh Cuganesan, David Grant, Ian Palmer, Rosie Beaumont, Cara Steele, (2013) "“Flexibility” as the rationale for organizational change: a discourse perspective", Journal of Organizational Change Management, Vol. 26 Iss: 1, pp.83 - 97
Keywords:Discourse, Flexibility, Organizational change, Organizational design, Rationale for organizational change
Article type:Conceptual paper
DOI:10.1108/09534811311307923 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Abstract:

Purpose – The concept “flexibility” is ubiquitous as a rationale for organizational change. However, its broad application is accompanied by a general lack of definitional agreement or theoretical cohesion. The purpose of this paper is to propose the merits of an alternative approach – applying a discourse perspective to the use of flexibility as a rationale for organizational change.

Design/methodology/approach – This paper first illustrates the broad referencing of flexibility as a desired organizational characteristic. It then discusses the associated lack of theoretical coherence associated with the use of the concept “flexibility” before arguing the merits of a discourse perspective on flexibility as a rationale for organizational change.

Findings – This paper identifies a set of questions to frame a discourse perspective on the use of “flexibility” as a rationale for organizational change.

Research limitations/implications – The questions derived in this paper provide a research agenda for an investigation of the use and effects of the concept “flexibility” in the context of organizational change.

Practical implications – The questions derived in this paper provide practice-based insights into how the concept “flexibility” is and/or could be used in the context of organizational change.

Originality/value – “Flexibility” is a ubiquitous concept as a rationale for organizational change and its use is accompanied by a diversity of definitions and conceptual frameworks. The originality of this paper is that rather than seeking to provide yet another definition – or attempting a resolution of definitional differences – it argues the merits of a discourse perspective on the use and effect of the concept flexibility in the context of organizational change.



Icon: Access.Document Options:

Content access

References

Citations

  • CrossRef (1)

Further reading

Marked list


Bookmark & share

Reprints & permissions

Implementing Web 2.0 tools in organisations.