Functional flexibility: merely reacting or acting strategically?

Abstract

Abstract This article raises the question of to what extent functional flexibility is an operatively designed approach with which European companies confront current short‐term changes in their environment, and whether functional flexibility is integrated into long‐term human resource strategies. The proposition is tested that organisations with a strategic human resource management in the sense of a coordinated, objective‐oriented personnel management pattern, show a higher probability of using job rotation than organisations lacking a strategic‐oriented human resource management approach.