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The myth of flexibility in organizational change

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  • Tienari, Janne
  • Tainio, Risto

Abstract

In this article we examine the complex nature of organizational flexibility. We question the myth of flexibility as exclusively a top management interpretation of constant adaptiveness to environmental change by exploring the various rigidities involved in a seemingly adaptive organization. Our long-term study of a major Finnish commercial bank under deregulation identified several dominant forms of temporal flexibility-rigidity configurations: formal rigidities, flexible rigidities, rigid flexibilities and defensive rigidities. These configurations were revealed by focusing on the structural tensions which emerge between different levels of management and on the different interpretations given by competing groups to the notion of "organizational flexibility" within a process of change.

Suggested Citation

  • Tienari, Janne & Tainio, Risto, 1999. "The myth of flexibility in organizational change," Scandinavian Journal of Management, Elsevier, vol. 15(4), pages 351-384, December.
    • Handle: RePEc:eee:scaman:v:15:y:1999:i:4:p:351-384
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    Cited by:

    1. Järventie-Thesleff, Rita & Moisander, Johanna & Laine, Pikka-Maaria, 2011. "Organizational dynamics and complexities of corporate brand building--A practice perspective," Scandinavian Journal of Management, Elsevier, vol. 27(2), pages 196-204, June.
    2. Özlem Yaþar Uðurlu & Nurettin Ýbrahimoðlu & Sibel Ayas, 2013. "A Content Analysis on Management Fashions in Turkish Manufacturing Companies," International Review of Management and Marketing, Econjournals, vol. 3(4), pages 164-183.

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