Abstract for: Organisational Flexibility : a simulation model

Several theoretical and empirical studies identify main components of Organisational Flexibility (OF) and show the relations between most of them. However, comprehensive modelling of these interrelations and the consequent simulation of several strategies of organisational change incorporating the time-varying dimension remains a challenge. This article presents a simulation model of the OF level when change strategies are implemented confronting several states of environmental turbulence. Two models have been developed to allow patterns of behaviours to be analysed in a simulation environment. The first model represents the translation of an existing theory. New understandings about the original theory were generated that are translated to a second model with new constructs to be considered. It incorporates the firm’s ability to change conditioned by resistance to change effects, the managers’ perceptions of real environmental changes and, the delays originated by the implementation period of concrete changes at organisational level. The simulation experiments conducted with both models allow patterns of organizational change to be analysed and suggest that the impact of change strategies on organisational flexibility at different levels of environmental turbulence is non-linear and complex. As a consequence, a more robust theoretical model in Organizational Flexibility is provided.