Table 1 Key conceptualizations of... | Emerald Publishing

Table 1

Key conceptualizations of strategic flexibility

Conceptualization	Definition	References
Strategic adjustment	SF is defined as the ability of a firm to change its current strategies to avoid being stuck in obsolete strategies. It can also be defined as a firm's ability to change its business strategies in a timely fashion to meet new business conditions or more simply, an organization's ability to align its strategies accordingly to the business environment	Ouakouak and Ammar (2015), Yang et al. (2015), Gelhard and von Delft (2016), Nitzsche et al. (2016), Chan et al. (2017), Chen et al. (2017), Cheng and Krumwiede (2017), Xiu et al. (2017), Yawson and Greiman (2016), Alamro et al. (2018), Beraha et al. (2018), Dai et al. (2018), Gutierrez-Gutierrez et al. (2018), Bamel and Dhir (2019), Bashir and Verma (2019), Brinckmann et al. (2019), Wan and Liu (2021), Benitez et al. (2018), Friedmann et al. (2018), Paek and Lee (2018), Bashir and Verma (2019), Paek and Lee (2018), Kamasak et al. (2019), Lichtarski et al. (2019), Perez-Perez et al. (2019), Thakur-Wernz (2019), Vihari (2019), Bouhalleb and Smida (2020), Gorondutse et al. (2020), Jiao et al. (2021), Nwachukwu and Vu (2020), Spanuth et al. (2020), Yang et al. (2020), Yawson (2020), Chebo and Wubetie (2021), Crick and Crick (2021), Crick et al. (2023), Herhausen et al. (2021), Hoeft (2021), Jiao et al. (2021), Ipsmiller et al. (2021), Majid et al. (2021), Nassani and Aldakhil (2021), Skydan et al. (2021), Yu and Wang (2021), Chaudhary et al. (2022), Chen et al. (2022), Clauss et al. (2022), Jia et al. (2022), Sen et al. (2023), Zhu et al. (2022)
Strategic options	SF defines a firm's ability to generate and keep options and alternatives thus providing the firm with readily available options to react instantly by realigning and readjusting the plans and strategies	Singh et al. (2015), Chan et al. (2017), Bamel and Bamel (2018), Brozovic (2018), Dai et al. (2018), Bashir and Verma (2019), Atkinson et al. (2022), Haarhaus and Liening (2020), Yawson (2020), Matsuno and Kohlbacher (2020), Nwachukwu and Vu (2020), Wang and Lou (2020), Yang and Gan (2021), Crick et al. (2023), Herhausen et al. (2021), Ipsmiller et al. (2021), Li and Wang (2021), Majid et al. (2021), Nassani and Aldakhil (2021), Trigeorgis et al. (2021), Chen et al. (2022)
Dynamic capability	SF is a firm's dynamic capability to reallocate and reconfigure organizational resources and processes to achieve competitive advantage in response to environmental changes in turbulent markets, where dynamic capability emphasizes the firm's ability to sense and seize opportunities, as well as being able to integrate, build and reconfigure internal and external resources to address rapidly changing environments	Wang et al. (2015), Yang et al. (2015), Cui and Wu (2016), Fernández-Pérez et al. (2016), Gärtner and Schön (2016), Gelhard and von Delft (2016), Nitzsche et al. (2016), Perez-Valls et al. (2016), Anwar and Hasnu (2017), Chan et al. (2017), Chen et al. (2017), Kamasak et al. (2017), Li et al. (2017), Xiu et al. (2017), Yi et al. (2017), Bamel and Bamel (2018), Beraha et al. (2018), Brozovic (2018), Yayla et al. (2018), Bamel and Dhir (2019), Bashir and Verma (2019), Brinckmann et al. (2019), Chaudhary (2019), Hagen et al. (2019), Kamasak et al. (2019), Liao et al. (2019), Micevski et al. (2019), Umam and Sommanawat (2019), Wan and Liu (2021), Ahmadi et al. (2020), Dias et al. (2020), Gyarmathy et al. (2020), Herhausen et al. (2021), Matsuno and Kohlbacher (2020), Siahtiri et al. (2020), Spanuth et al. (2020), Wang and Lou (2020), Yang et al. (2020), Yawson (2020), Zhao and Wang (2020), Frare and Beuren (2021), Hoeft (2021), Jiang et al. (2021), Jiao et al. (2021), Kandemir and Acur (2022), Li and Wang (2021), Majid et al. (2021), Miroshnychenko et al. (2021), Nassani and Aldakhil (2021), Nowak (2021), Xiao et al. (2021), Yu and Wang (2021), Chaudhary et al. (2022), Chen et al. (2022), Jia et al. (2022), Zhang and Zhu (2022), Zhu et al. (2022)
Resource flexibility	SF is defined as an inherent flexibility of a firm's resources that enables the firm to make necessary internal changes in response to new external developments. The inherent flexibility of a firm, most commonly referred to as resource flexibility, emphasizes the range of alternative uses of the resources and the cost of switching from one resource to another	Yang et al. (2015), Gärtner and Schön (2016), Chan et al. (2017), Kamasak et al. (2017), Beraha et al. (2018), Dai et al. (2018), Gutierrez-Gutierrez et al. (2018), Mu et al. (2018), Yayla et al. (2018), Micevski et al. (2019), Umam and Sommanawat (2019), Vihari (2019), Wang et al. (2019), Bouhalleb and Smida (2020), Chebo and Wubatie (2021), Haarhaus and Liening (2020), Lim et al. (2020), Nwachukwu and Vu (2020), Rialti et al. (2020), Spanuth et al. (2020), Wang and Lou (2020), Yang and Gan (2021), Yang et al. (2020), Han and Zhang (2021), Chaudhary et al. (2022), Nowak (2022)

Conceptualization	Definition	References
Strategic adjustment	SF is defined as the ability of a firm to change its current strategies to avoid being stuck in obsolete strategies. It can also be defined as a firm's ability to change its business strategies in a timely fashion to meet new business conditions or more simply, an organization's ability to align its strategies accordingly to the business environment	Ouakouak and Ammar (2015), Yang et al. (2015), Gelhard and von Delft (2016), Nitzsche et al. (2016), Chan et al. (2017), Chen et al. (2017), Cheng and Krumwiede (2017), Xiu et al. (2017), Yawson and Greiman (2016), Alamro et al. (2018), Beraha et al. (2018), Dai et al. (2018), Gutierrez-Gutierrez et al. (2018), Bamel and Dhir (2019), Bashir and Verma (2019), Brinckmann et al. (2019), Wan and Liu (2021), Benitez et al. (2018), Friedmann et al. (2018), Paek and Lee (2018), Bashir and Verma (2019), Paek and Lee (2018), Kamasak et al. (2019), Lichtarski et al. (2019), Perez-Perez et al. (2019), Thakur-Wernz (2019), Vihari (2019), Bouhalleb and Smida (2020), Gorondutse et al. (2020), Jiao et al. (2021), Nwachukwu and Vu (2020), Spanuth et al. (2020), Yang et al. (2020), Yawson (2020), Chebo and Wubetie (2021), Crick and Crick (2021), Crick et al. (2023), Herhausen et al. (2021), Hoeft (2021), Jiao et al. (2021), Ipsmiller et al. (2021), Majid et al. (2021), Nassani and Aldakhil (2021), Skydan et al. (2021), Yu and Wang (2021), Chaudhary et al. (2022), Chen et al. (2022), Clauss et al. (2022), Jia et al. (2022), Sen et al. (2023), Zhu et al. (2022)
Strategic options	SF defines a firm's ability to generate and keep options and alternatives thus providing the firm with readily available options to react instantly by realigning and readjusting the plans and strategies	Singh et al. (2015), Chan et al. (2017), Bamel and Bamel (2018), Brozovic (2018), Dai et al. (2018), Bashir and Verma (2019), Atkinson et al. (2022), Haarhaus and Liening (2020), Yawson (2020), Matsuno and Kohlbacher (2020), Nwachukwu and Vu (2020), Wang and Lou (2020), Yang and Gan (2021), Crick et al. (2023), Herhausen et al. (2021), Ipsmiller et al. (2021), Li and Wang (2021), Majid et al. (2021), Nassani and Aldakhil (2021), Trigeorgis et al. (2021), Chen et al. (2022)
Dynamic capability	SF is a firm's dynamic capability to reallocate and reconfigure organizational resources and processes to achieve competitive advantage in response to environmental changes in turbulent markets, where dynamic capability emphasizes the firm's ability to sense and seize opportunities, as well as being able to integrate, build and reconfigure internal and external resources to address rapidly changing environments	Wang et al. (2015), Yang et al. (2015), Cui and Wu (2016), Fernández-Pérez et al. (2016), Gärtner and Schön (2016), Gelhard and von Delft (2016), Nitzsche et al. (2016), Perez-Valls et al. (2016), Anwar and Hasnu (2017), Chan et al. (2017), Chen et al. (2017), Kamasak et al. (2017), Li et al. (2017), Xiu et al. (2017), Yi et al. (2017), Bamel and Bamel (2018), Beraha et al. (2018), Brozovic (2018), Yayla et al. (2018), Bamel and Dhir (2019), Bashir and Verma (2019), Brinckmann et al. (2019), Chaudhary (2019), Hagen et al. (2019), Kamasak et al. (2019), Liao et al. (2019), Micevski et al. (2019), Umam and Sommanawat (2019), Wan and Liu (2021), Ahmadi et al. (2020), Dias et al. (2020), Gyarmathy et al. (2020), Herhausen et al. (2021), Matsuno and Kohlbacher (2020), Siahtiri et al. (2020), Spanuth et al. (2020), Wang and Lou (2020), Yang et al. (2020), Yawson (2020), Zhao and Wang (2020), Frare and Beuren (2021), Hoeft (2021), Jiang et al. (2021), Jiao et al. (2021), Kandemir and Acur (2022), Li and Wang (2021), Majid et al. (2021), Miroshnychenko et al. (2021), Nassani and Aldakhil (2021), Nowak (2021), Xiao et al. (2021), Yu and Wang (2021), Chaudhary et al. (2022), Chen et al. (2022), Jia et al. (2022), Zhang and Zhu (2022), Zhu et al. (2022)
Resource flexibility	SF is defined as an inherent flexibility of a firm's resources that enables the firm to make necessary internal changes in response to new external developments. The inherent flexibility of a firm, most commonly referred to as resource flexibility, emphasizes the range of alternative uses of the resources and the cost of switching from one resource to another	Yang et al. (2015), Gärtner and Schön (2016), Chan et al. (2017), Kamasak et al. (2017), Beraha et al. (2018), Dai et al. (2018), Gutierrez-Gutierrez et al. (2018), Mu et al. (2018), Yayla et al. (2018), Micevski et al. (2019), Umam and Sommanawat (2019), Vihari (2019), Wang et al. (2019), Bouhalleb and Smida (2020), Chebo and Wubatie (2021), Haarhaus and Liening (2020), Lim et al. (2020), Nwachukwu and Vu (2020), Rialti et al. (2020), Spanuth et al. (2020), Wang and Lou (2020), Yang and Gan (2021), Yang et al. (2020), Han and Zhang (2021), Chaudhary et al. (2022), Nowak (2022)