Investigating the Relationship Between Bricolage and Strategic Flexibility Through the Lens of Dynamic Capabilities: The Roles of Strategic Learning Capability and Resource Constraints

ABSTRACT Academic Summary Given the rapidly evolving nature of the contemporary business environment and the increasing levels of overall uncertainty, a firm's capacity to adapt effectively to environmental change, that is, exhibit strategic flexibility, is vital for its performance and innovation outcomes. The central focus of this study revolves around the inquiry of how bricolage, a concept rooted in entrepreneurship literature, can bolster a firm's strategic flexibility within an established firm's context, primarily by influencing its strategic learning capabilities. Drawing on the dynamic capabilities perspective within the resource‐based view, we conceptualize bricolage as a trigger in a dynamic capability process that boosts strategic learning capabilities and, in turn, strategic flexibility. Using survey data from 186 Polish high‐growth SMEs, we test this framework empirically. Mediation regression analyses based on bootstrapped samples reveal that bricolage positively impacts strategic learning capability, which fully mediates its effect on strategic flexibility. Moreover, we find that resource constraints negatively moderate the bricolage–strategic learning capability relationship: when firms engage in bricolage mainly due to resource scarcity, its learning benefits diminish. Our findings contribute to theory by positioning bricolage as a dynamic capability antecedent and to practice by offering insights for firms seeking greater adaptability in turbulent environments. Managerial Summary To succeed in today's fast‐moving and unpredictable markets, firms need to be strategically flexible—that is, able to learn quickly and adapt to change. This study shows that bricolage—the practice of creatively using and combining existing resources—can play a crucial role in building this strategic flexibility by strengthening a company's strategic learning capability. Unlike common perceptions that bricolage is just a “make‐do” approach used in resource‐poor settings, our findings demonstrate that it can be a powerful driver of long‐term strategic benefits. Bricolage helps teams gain deeper insights into how to use resources effectively, making it a valuable complement to tools like design thinking and lean startup, which focus more on customer needs than resource feasibility. However, managers must be aware that bricolage works best when resource constraints are moderate. When resources are too tight, bricolage becomes more about survival than learning, limiting its value for long‐term innovation. To unlock its full potential, managers should promote bricolage as a legitimate and strategic practice—through training, success stories, and incentives—and integrate it into everyday operations. Doing so will not only improve adaptability but also foster a culture of innovation, efficiency, and learning across the organization.