STRATEGIC AGILITY AND ORGANIZATIONAL PERFORMANCE: A CRITICAL REVIEW OF LITERATURE

Abstract

Strategic management scholars and practitioners in the 21st century are preoccupied with the challenge of performance enhancement and business model innovation. The continuous and unprecedented hypercompetition, technological innovations and changing customer preferences and tastes, calls for organizations to be agile in sensing, seizing and responding to the turbulent environment. Stragegic agility has emerged as an effective competitive framework that influences performance. Studies, both conceptual and empirical, show a strong correlation between organizational effectiveness and strategic agility. However, the explicit relationship remains contested and inconclusive. Research is ongoing on the role of possible contingency factors in the direct influence of strategic agility on performance. It is in this context that this paper seeks to explore the knowledge gaps by critically examining empirical and conceptual studies, on the possibility of the effects of environmental turbulence and organizational culture on the strategic agility-performance linkage. It advances emerging propositions that underpins strategic agility and organizational performance.
Therefore, in order to fill in the existing knowledge gaps, empirical research in various situations could follow the postulations made in this study.

KeyWords: Strategic Agility, Environmental Turbulence, Organizational Culture , Organizational
Performance