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

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.