Achieving flexibility in service operations using the rigid flexibility framework

An exploratory study

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

This article explores the potentiality of applying the rigid flexibility model to a service setting. The rigid flexibility model was originally developed to explain factors that determine flexibility in a manufacturing environment. Collins and Schmenner (1993) introduced the model and recently, da Silveira (2005) reexamined it and provided some empirical validations. This study presents a Malaysian case to describe the model. In theory refinement, the richness and in-depth descriptions of constructs under consideration are highly sought. Therefore, a case study method is employed in this study to provide detail descriptions. The operations of AirAsia, the market leader of low cost carriers (LCCs) in Asia, is suitably selected because the company has shown a good record of adaptation (flexibility) in its operations. Through our conversations with four managerial and executive staffs, we propose that there are four important practices and procedures that match the concepts of simplicity and five practices/procedures that associated with the concept of discipline. We describe each practice and propose that the concepts are well suited to the operations of a service firms.

Original languageEnglish
Pages (from-to)279-292
Number of pages14
JournalInternational Journal of Business and Society
Volume13
Issue number3
Publication statusPublished - 2012

Fingerprint

Exploratory study
Service operations
Simplicity
Factors
Asia
Manufacturing
Staff
Case study method
Low-cost carriers
Service firms

Keywords

  • Airline industry
  • Case study
  • Operations management
  • Service flexibility

ASJC Scopus subject areas

  • Economics and Econometrics
  • Finance
  • Strategy and Management
  • Business and International Management

Cite this

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