Capabilities for strategic flexibility:a cognitive content framework

Combe, Ian and Greenley, Gordon E. (2004). Capabilities for strategic flexibility:a cognitive content framework. European Journal of Marketing, 38 (11-12), pp. 1456-1480.

Abstract

Different forms of strategic flexibility allow for reactive adaptation to different changing environments and the proactive driving of change. It is therefore becoming increasingly important for decision makers to not only possess marketing capabilities, but also the capabilities for strategic flexibility in its various forms. However, our knowledge of the relationships between decision makers’ different ways of thinking and their capabilities for strategic flexibility is limited. This limitation is constraining research and understanding. In this article we develop a theoretical cognitive content framework that postulates relationships between different ways of thinking about strategy and different information-processing demands. We then outline how the contrasting beliefs of decision makers may influence their capabilities to generate different hybrid forms of strategic flexibility at the cognitive level. Theoretically, the framework is embedded in resource-based theory, personal construct theory and schema theory. The implications for research and theory are discussed.

Publication DOI: https://doi.org/10.1108/03090560410560191
Divisions: Aston Business School > Marketing & strategy
Aston Business School > Marketing & strategy research group
Additional Information: © Emerald Group Publishing Limited 2004 Published by Emerald Group Publishing Limited
Uncontrolled Keywords: dynamics,marketing,marketing strategy,cognition,competitive advantage
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Related URLs: http://www.emer ... 5&show=abstract (Publisher URL)
Published Date: 2004
Authors: Combe, Ian ( 0000-0002-0105-4241)
Greenley, Gordon E.

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Version: Accepted Version


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