“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.