Abstract

Purpose: The purpose of the article is to determine strategic flexibility in the relationship between managerial decisions and organizational learning. The analyses are conducted in the ambidexterity convection. Design/Methodology/Approach: The study was conducted at a textile company. The company is a leader in the textile recycling industry in Poland. Empirical data were collected using the PAPI technique. The survey questionnaire was addressed to all 138 company managers. The response rate was 57%. Linear regression analyses were performed to test the research hypotheses. The significance of indirect effects was checked using the bootstrap method. Findings: Our findings show that as the ambidexterity oriented managerial decisions increases, the organizational learning ambidexterity increases. This relationship mediates strategic flexibility through variable flexibility resources and flexibility coordination. In fact, we have indicated the effect of double mediation. This means that there is a relationship between the independent variable and the dependent variable because of interacting resource flexibility and coordination flexibility. Practical Implications: Our study shows that managerial decisions in the company will become more conducive for improving current ideas and introducing new ideas, including ways of their implementation if the enterprise undertakes the proposed steps. They include the acquisition of resources, to develop practical skills, to care in maintaining relatively low costs and shortening task execution duration, to be able to switch to alternative uses of resources. Originality/Value: The value of our research is gaining new knowledge about strategic flexibility. Arguing its necessity for the existence of relationships between managerial decisions and organizational learning, using the ambidexterity convention, improves the knowledge regarding the identity of this category of flexibility.

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