ABSTRACT
Across all central strategy processes some links existed between organizational learning and fixed asset parsimony and between organizational learning and strategic flexibility. These links indicate the desire of wool yarn manufacturer to learn, improve their product development practices and be flexible enough and adapt to changing market conditions. Looking across disciplinary boundaries, we made a contribution to theory that stresses the importance of strategic flexibility in decision-making for new product development. While the financial aspect of sustainability appeared to be mostly invoked around concepts of real-time market research and speed to market, the environmental impact of the product creation practices were minimal. The firm was constantly on the lookout to improve, innovate and create a highly differentiated product that would be very attractive among their customers and difficult to copy among their competitors.
