Organisational Flexibility: a simulation model

Several theoretical and empirical studies identify main components of Organisational Flexibility (OF) and show the relations between them. However, comprehensive analysis of these interrelations over time through the implementation of organisational change remains a challenge. This article presents a simulation model of OF when change strategies are implemented confronting several states of environmental turbulence. Two models have been developed to analyse patterns of behaviours in a simulation environment. The first model represents the translation of the existing theory of OF. New understandings about the original theory were generated leading to a second model with new constructs to be considered. The second model incorporates the firm’s ability to change conditioned by the effects of the resistance to change, 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 suggest that the impact of change strategies on organisational flexibility at different levels of environmental turbulence could be studied as a complex concept. As a consequence, a more robust theoretical model in Organizational Flexibility is provided.