| Abstract [eng] |
This Master's thesis examines the impact of organizational flexibility elements on process flexibility and their influence on organizational performance. In the context of technological advancement, geopolitical shifts, and dynamic market changes, organizations must be able to respond promptly to external developments and manage resources efficiently in order to secure long-term competitive advantage. The aim of the thesis is to evaluate the influence of structural, strategic, and human flexibility on the flexibility of organizational operational processes and their subsequent impact on performance outcomes. To investigate how the identified dimensions of organizational flexibility affect process flexibility, and how the latter influences organizational performance, the following research objectives were formulated: 1. To examine and synthesize existing academic literature on organizational and process flexibility and its impact on organizations and their operations; 2. To identify methods for enhancing process flexibility based on scientific literature, evaluating their applicability and limitations; 3. To develop a conceptual research model and methodology, grounded in previous academic studies, for assessing the influence of organizational flexibility components on process flexibility and their impact on organizational performance outcomes; 4. To conduct a quantitative analysis of the collected empirical data in order to evaluate the relationships between organizational flexibility dimensions, process flexibility, and organizational performance outcomes; 5. To achieve these objectives, a combination of systematic and thematic literature analysis, as well as empirical research, was employed. The empirical part of the study is based on a quantitative research approach, incorporating correlational, multiple regression, mediation, and group difference analyses. The data were collected through a structured questionnaire developed on the basis of validated constructs used in prior academic studies. The questionnaire measured structural, strategic, human, and process flexibility, as well as organizational performance, enabling the identification of relationships among the key variables. The survey included managers and specialists at various levels from manufacturing organizations who are involved in processes and their management. The thesis comprises 70 pages, 25 tables, 14 figures, 78 references, and 11 appendices. |
