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Journal articles on the topic 'Strategic Agility'

Author: Grafiati

Published: 4 June 2021

Last updated: 27 July 2025

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1

Doz, Yves L., and Mikko Kosonen. "Embedding Strategic Agility." Long Range Planning 43, no. 2-3 (2010): 370–82. http://dx.doi.org/10.1016/j.lrp.2009.07.006.

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2

Aponte-López, Andrés Camilo, and Oscar José Torrealba. "From strategic planning to agility: strategic management approaches." DYNA 92, no. 236 (2025): 17–25. https://doi.org/10.15446/dyna.v92n236.116945.

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Strategic management is fundamental to business development, but traditional strategic planning has lost its value due to uncertainty and constant market changes. Therefore, a new strategic paradigm known as agility has emerged, which promises to generate adaptation and sustainability for companies. The overall objective of this document is to examine strategic planning and organizational agility approaches, in order to understand how these paradigms can contribute to business advancement in dynamic and changing environments. A systematic review of the literature in scientific databases was ca

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3

Prange, Christiane, and Alicia Hennig. "From Strategic Planning to Strategic Agility Patterns." Journal of Creating Value 5, no. 2 (2019): 111–23. http://dx.doi.org/10.1177/2394964319867778.

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In the past, linear extrapolations of strategic plans offered promising guides to the future. Managers tried to categorize well-known problems into boxes with strategy labels, the top of a firm’s agenda was steering clear of potential potholes, and there was a choice between clear-cut future options. These strategies no longer work today, and just repeating what we have been done before is not a convincing recipe. The world has become different with multiple and often fuzzy options. In this article, we suggest that companies in different industries have to become more agile. Naturally, agility

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4

Sampath, Gayathri, and Bala Krishnamoorthy. "Is strategic agility the new Holy Grail? Exploring the strategic agility construct." International Journal of Business Excellence 13, no. 2 (2017): 160. http://dx.doi.org/10.1504/ijbex.2017.086323.

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Sampath, Gayathri, and Bala Krishnamoorthy. "Is strategic agility the new Holy Grail? Exploring the strategic agility construct." International Journal of Business Excellence 13, no. 2 (2017): 160. http://dx.doi.org/10.1504/ijbex.2017.10007041.

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6

Rawashdeh, Abas, Ayman Bahjat Abdallah, Moayyad Alfawaeer, Mohammad Al Dweiri, and Feras Al-Jaghbeer. "The Impact of Strategic Agility on Environmental Sustainability: The Mediating Role of Digital Transformation." Sustainability 16, no. 3 (2024): 1338. http://dx.doi.org/10.3390/su16031338.

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In today’s ambiguous and complicated business environment, businesses are required and mandated to be agile and think rapidly. Building on the theory of dynamic capability, the present research makes a strong argument that strategic agility is a key component in managing continuous change effectively. The primary objectives of this research are to examine the impact of strategic agility on digital transformation and environmental sustainability and to explore the effect of digital transformation on environmental sustainability. Additionally, we investigated the indirect impact of strategic agi

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Nejatian, Majid, Mohammad Hossein Zarei, Ali Rajabzadeh, Adel Azar, and Ameneh Khadivar. "Paving the path toward strategic agility." Journal of Enterprise Information Management 32, no. 4 (2019): 538–62. http://dx.doi.org/10.1108/jeim-10-2018-0233.

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Purpose For organizations competing in volatile environments, strategic agility is the key for sustaining in the market. It is essential for such organizations to identify the main agility indicators that contribute to their strategic core. The purpose of this paper is to propose and test a systematic methodology that identifies key agility indicators through prioritization and establishing the intra- and inter-relationships among them. Design/methodology/approach The methodology consists of four phases. Phase I forms a pool of agility key performance indicators (KPIs). Phase II categorizes an

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8

Alsyani, Majed Kassem, and Madihah Hussein Mohammed. "The Impact of Strategic Agility on Building the Intelligent Organization: A Field Study in Private Hospitals in Ibb City." University of Science and Technology Journal for Management and Human Sciences 1, no. 4 (2023): 37–60. http://dx.doi.org/10.59222/ustjmhs.1.4.2.

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The study aimed at identifying the impact of strategic agility on building the intelligent organization through the dimensions of strategic agility (strategic sensitivity, leadership unit, resource fluidity, decision –making agility, strategic vision, and response speed) and its role in building the intelligent organization in private hospitals. A comprehensive survey method was used to collect data, involving the administrative leaders in private hospitals in Ibb City. A total of 130 questionnaires were distributed to administrative leaders (general managers, department managers, department H

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9

Ponlajun, Napaporn, and Orawee Sriboonlue. "THE INFLUENCE OF TECHNOLOGY AND ORGANIZATIONAL SUPPORT FOR REMOTE WORK ON FIRM PERFORMANCE IN THE NEXT NORMAL ERA: THE MEDIATING ROLE OF STRATEGIC AGILITY." RMUTT GLOBAL BUSINESS ACCOUNTING AND FINANCE REVIEW 9, no. 1 (2025): 1–16. https://doi.org/10.60101/gbafr.2025.279725.

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Purpose – The purpose of this research was to examine how technology and organizational support for remote work affect firm performance, with strategic agility as a mediating variable. Methodology – This quantitative research employed survey method using validated questionnaires for data collection. The respondents were 400 employees in private companies located in the Bangkok Metropolitan Region. Descriptive statistics used for data analysis included frequency, percentage, mean, and standard deviation. Due to hypothesis testing, inferential statistics were used, specifically Pearson’s Product

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10

ALfarajat, Jihad Mousa. "Strategic agility and supply chain agility: Potential antecedents of SMEs performance." Uncertain Supply Chain Management 11, no. 3 (2023): 875–84. http://dx.doi.org/10.5267/j.uscm.2023.5.011.

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SMEs always require dynamic capabilities for enhancing their performance, therefore, this research aimed to examine the influence of strategic agility and supply chain agility on SMEs’ performance. Moreover, it investigated the moderation of innovation capability in the relationship between strategic agility and SMEs’ performance. Furthermore, the moderating role of innovation capabilities was identified in the relationship between supply chain agility and SMEs’ performance. The data for the research was gathered from 398 respondents, and Smart pls was used for analysis. The results highlighte

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11

Pichel, Kerstin, and Andrea Mueller. "STRATEGILITY � AGILITY IN STRATEGIC DECISIONS." International Journal of Strategic Management 18, no. 1 (2018): 81–88. http://dx.doi.org/10.18374/ijsm-18-1.8.

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12

Hämäläinen, Timo, Mikko Kosonen, and Yves Doz. "Strategic Agility in Public Management." Academy of Management Proceedings 2012, no. 1 (2012): 13836. http://dx.doi.org/10.5465/ambpp.2012.13836abstract.

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13

Shirey, Maria R. "Strategic Agility for Nursing Leadership." JONA: The Journal of Nursing Administration 45, no. 6 (2015): 305–8. http://dx.doi.org/10.1097/nna.0000000000000204.

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14

Tarba, Shlomo Y., Jedrzej George Frynas, Yipeng Liu, Geoffrey Wood, Riikka M. Sarala, and Stav Fainshmidt. "Strategic agility in international business." Journal of World Business 58, no. 2 (2023): 101411. http://dx.doi.org/10.1016/j.jwb.2022.101411.

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15

Deshati, Erjona. "Staying Ahead of the Curve: An Analysis of Strategic Agility and its Role in Ensuring Firm Survival in a Dynamic Business Environment." European Scientific Journal, ESJ 19, no. 13 (2023): 28. http://dx.doi.org/10.19044/esj.2023.v19n13p28.

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This research paper explores the relationship between strategic agility and firm survival in a highly dynamic business environment. The study aims to identify the key factors associated with strategic agility and to analyze how they impact firm performance in a competitive and rapidly changing market. A systematic literature review methodology was employed to gather and analyze the relevant literature. Three key factors were identified as being associated with strategic agility: resource fluidity, leadership capabilities, and strategic sensitivity. The analysis revealed that firms with a highe

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16

Hagen, Birgit, Antonella Zucchella, and Pervez Nasim Ghauri. "From fragile to agile: marketing as a key driver of entrepreneurial internationalization." International Marketing Review 36, no. 2 (2019): 260–88. http://dx.doi.org/10.1108/imr-01-2018-0023.

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PurposeThe purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.Design/methodology/approachThe study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization o

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17

Josephine Ie Lyn Chan and Rajendran Muthuveloo. "Strategic Agility: Linking People and Organisational Performance of Private Higher Learning Institutions in Malaysia." International Journal of Business and Society 23, no. 1 (2022): 342–58. http://dx.doi.org/10.33736/ijbs.4616.2022.

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Strategic agility arises from the capabilities of people. Ultimately, in today’s turbulent business landscape, organisations need strategic agility to acquire the dynamism to achieve their goals. The main purpose of the study is to examine the relationship between people, strategic agility, and organisational performance. The partial least squares equation modelling technique (PLS-SEM) was utilised on a dataset of 155 private higher learning institutions in Malaysia. The results did not support the direct relationship between people and organisational performance. Instead, it confirmed the med

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18

Arokodare, M. A. "The Moderating Effect of Environmental Turbulence on the Strategic Agility-Performance Relationship: Empirical Evidence from Lagos State, Nigeria." Business and Management Research 10, no. 1 (2020): 1. http://dx.doi.org/10.5430/bmr.v10n1p1.

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Scholars in strategic management argued that strategic agility measures do enhance firm performance and mitigate environmental turbulence risks. This study therefore examined the moderating effect of environmental turbulence on the relationship between strategic agility and performance of oil and gas marketing companies in Lagos State, Nigeria. Population of the study was 515 managers of major oil and gas marketing companies in Lagos State. Cross-sectional survey research design was adopted with total enumeration. The research instrument was found reliable and valid with Cronbach’s alpha and K

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19

Al Shawabkeh, Khaled. "The impact of strategic agility on sustainable competitive advantage: The mediating role of strategic renewal at Jordanian telecommunication companies." Problems and Perspectives in Management 22, no. 1 (2024): 446–61. http://dx.doi.org/10.21511/ppm.22(1).2024.36.

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Developing a sustainable competitive advantage has emerged as a pivotal objective for organizations due to the dynamic and constantly evolving business environment, challenges modern organizations encounter, rapid market fluctuations, and intense competition. This study aims to examine the impact of strategic agility on sustainable competitive advantage and the mediating role of strategic renewal within an emerging economy such as Jordan. The study collected data from 217 executives holding senior and intermediate positions in telecommunications companies in Jordan. This paper utilized partial

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20

Al Khasabah, Mohammad Ali Ibrahim, and Ghazy Ali Matrook Al-Badayneh. "The impact of strategic intelligence on organizational creativity in Jordanian Islamic banks: The mediating role of organizational agility." Corporate and Business Strategy Review 6, no. 2 (2025): 195–206. https://doi.org/10.22495/cbsrv6i2art19.

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The current research paper aimed to know the direct impact of strategic intelligence on organizational creativity and organizational agility in Jordanian Islamic banks. As well as to know the impact of organizational agility on organizational creativity. It also aimed to determine whether organizational agility mediates the relationship between strategic intelligence and organizational creativity. The data collected from the study sample of 175 respondents were validated and tested through partial structural equation modeling of least squares. The results showed a significant positive impact o

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21

Kahdim, Ali Al-Akbar Hussein. "INFORMATION TECHNOLOGY REQUIREMENTS TO ACHIEVE STRATEGIC AGILITY IN GOVERNMENT ORGANIZATIONS." International journal of business and management sciences 04, no. 05 (2024): 399–412. http://dx.doi.org/10.55640/ijbms-04-05-26.

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The problem of the study was represented in the main question: “What are the requirements for information technology to achieve strategic agility?” The current study aimed to identify the basic foundations of information technology and determine the actual reality of strategic agility and the technological requirements necessary to achieve it, with the possibility of arriving at a number of recommendations and proposals that would activate strategic agility. During information technology, to achieve the objectives of the study, the descriptive approach was used. The study found that there were

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22

Weber, Yaakov, and Shlomo Y. Tarba. "Strategic Agility: A State of the Art Introduction to the Special Section on Strategic Agility." California Management Review 56, no. 3 (2014): 5–12. http://dx.doi.org/10.1525/cmr.2014.56.3.5.

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23

Joiner, Bill. "Leadership Agility for Organizational Agility." Journal of Creating Value 5, no. 2 (2019): 139–49. http://dx.doi.org/10.1177/2394964319868321.

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Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This art

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24

Tenggono, Erwin, Budi W. Soedjipto, and Lily Sudhartio. "The effect of institutional pressures and dynamic managerial capability on strategic renewal: The case of strategic agility and digital readiness as mediators in healthcare industry." Asian Journal of Business Research 14, no. 1 (2024): 120–41. http://dx.doi.org/10.14707/ajbr.240168.

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This research investigates the role of institutional pressures, dynamic managerial capabilities, strategic agility and digital readiness as mediating factors in the gap of the healthcare sector's post-pandemic digital transformation. This study employed strategic and managerial questionnaires involving 308 medium-sized private hospitals in Indonesia and LISREL 6.0 was used for the analysis. Findings indicated that strategic agility did not mediate dynamic managerial capability for strategic renewal. Moreover, the private healthcare sector was found to be influenced by pressures to imitate othe

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Lungu, Miruna Florina. "The role of strategic agility in the IT sector." Proceedings of the International Conference on Business Excellence 13, no. 1 (2019): 134–48. http://dx.doi.org/10.2478/picbe-2019-0013.

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Abstract As we are living in a world governed by technology, the society becomes step by step more digitalized. The IT sector is now rooted both in our personal and professional lives, removing physical boundaries. Given these facts, the aim of this paper is to present an analysis of how strategic agility works hand in hand within the IT industry. Strategic agility represents a trigger for growth in this industry, contributing to its expansion and strategic business direction as part of the business environment. Thus, the objectives of the current paper are three-folded, namely: (1) what does

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Tabe Khoshnood, Nikoo, and Sina Nematizadeh. "Strategic Agility and Its Impact on the Competitive Capabilities in Iranian Private Banks." International Journal of Business and Management 12, no. 2 (2017): 220. http://dx.doi.org/10.5539/ijbm.v12n2p220.

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Developing capabilities of agility, rapid responsiveness and adaptation to environmental changes are known as tools to gain competitive advantage. Strategic agility is a developed type of agility that in addition to rapid response pays specific attention to strategic aspects and predicting changes in the environment before they occur. Most of the studies in the field of agility and competitive advantage have focused on productivity and agility of supply chain. And a small number of studies have assessed the determinants of strategic agility and its impact on financial, competitive and operativ

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Zu', Hasan Ali Al, and N. A. bi. "Examining the impact of strategic agility on strategic renewal." International Journal of Business Excellence 27, no. 2 (2022): 277. http://dx.doi.org/10.1504/ijbex.2022.123514.

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Al Zu`bi, Hasan. "Examining the Impact of Strategic Agility on Strategic Renewal." International Journal of Business Excellence 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbex.2020.10029676.

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29

MA, Arokodare, and Asikhia OU. "Strategic agility: Achieving superior organizational performance through strategic foresight." International Journal of Research in Finance and Management 4, no. 1 (2021): 25–33. http://dx.doi.org/10.33545/26175754.2021.v4.i1a.93.

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30

TAJ, Tilila. "The main strategic pillars for an organizational agility in times of economic and health crises." African Scientific Journal Vol 3, N°16 (2023): 399. https://doi.org/10.5281/zenodo.7711375.

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<strong>Résumé </strong> Cet article analyse les principaux piliers stratégiques pour une agilité organisationnelle en période de crise économique et sanitaire. Un concept d’actualité qui permet de faire face aux incertitudes économiques, sociales et environnementales réelles rencontrées par les organisations. De nos jours, la gestion de crise et l'agilité sont considérés comme un défi pour les entreprises dans un monde fortement caractérisé par des incertitudes, des change

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31

AL-AZZAM, Zeyad Faisal, Hani Jazza’a IRTAIMEH, and Amineh Abdul Halim KHADDAM. "Examining the Mediating Effect of Strategic Agility in the Relationship between Intellectual Capital and Introduction Organizational Excellence in Jordan Service Sector." Journal of Business 6, no. 1 (2018): 7–15. http://dx.doi.org/10.31578/.v6i1.115.

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This study aims to investigate the relationship between intellectual capitals, strategic agility, and organizational excellence in service sector of Jordan. Moreover, it examined the effect of strategic agility as a moderator of this relationship between intellectual capital and organizational excellence. A total of 550 questionnaires were collected from respondents who were chosen from a stratified random sampling. The findings indicate that intellectual capital and its dimensions, human capital, structural capital, and relational capital have a significant impact on strategic agility as well

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32

Prange, Christiane I. "Strategic Agility – Decision-Making Beyond Speed." Academy of Management Proceedings 2020, no. 1 (2020): 12499. http://dx.doi.org/10.5465/ambpp.2020.12499abstract.

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33

Doz, Yves, and Mikko Kosonen. "Nokia and Strategic Agility: A Postscript." California Management Review 53, no. 4 (2011): 154–56. http://dx.doi.org/10.1525/cmr.2011.53.4.154.

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34

Lewis, Marianne W., Constantine Andriopoulos, and Wendy K. Smith. "Paradoxical Leadership to Enable Strategic Agility." California Management Review 56, no. 3 (2014): 58–77. http://dx.doi.org/10.1525/cmr.2014.56.3.58.

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35

Ahammad, Mohammad F., Keith W. Glaister, and Emanuel Gomes. "Strategic agility and human resource management." Human Resource Management Review 30, no. 1 (2020): 100700. http://dx.doi.org/10.1016/j.hrmr.2019.100700.

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36

L'Hermitte, Cécile, Marcus Bowles, Peter Tatham, and Ben Brooks. "An integrated approach to agility in humanitarian logistics." Journal of Humanitarian Logistics and Supply Chain Management 5, no. 2 (2015): 209–33. http://dx.doi.org/10.1108/jhlscm-04-2014-0016.

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Purpose – The purpose of this paper is to propose first, a comprehensive model of the concept of agility in a humanitarian logistics context, and second, to generate a research agenda to test and operationalise this model. Design/methodology/approach – The paper draws on the dynamic capabilities model originated by Teece and uses a topical literature review of research in various business disciplines in order to reflect on the concept of agility in a humanitarian logistics context, to demonstrate that its current scope needs to be widened, and to propose an alternative approach. Findings – The

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Chan, Josephine Ie Lyn, and Rajendran Muthuveloo. "Vital organisational capabilities for strategic agility: an empirical study." Asia-Pacific Journal of Business Administration 12, no. 3/4 (2020): 223–36. http://dx.doi.org/10.1108/apjba-12-2019-0261.

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PurposeThe purpose of this study is to examine the organisational capabilities needed for strategic agility among private higher education institutions (HEIs) in Malaysia that are operating in a turbulent business environment. In addition, the study also intends to determine the area of prioritisation for these institutions.Design/methodology/approachA two-month data collection was carried out on 375 private HEIs via a Web-based survey, which garnered a response rate of 41.33%. The data were subsequently analysed with the partial least squares structural equation modelling to establish the val

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Purwanto, Heru, Harya K. Wiralaga, and Ari Saptono. "Does strategic agility and innovation capability have an impact on firm performance? A study on the Indonesian motorcycle industry." Asian Economic and Financial Review 13, no. 12 (2023): 981–95. http://dx.doi.org/10.55493/5002.v13i12.4930.

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Agility and innovation are two of the most important capabilities that organizations have to deal with in disruptive environments. This research aims to examine the effect of strategic agility and innovation capability on firm performance in the Indonesian motorcycle industry. The research was conducted on 208 companies comprising both OEM (original equipment manufacturer) and tier 1 component suppliers in the supply chain of the Indonesian motorcycle industry. The validity was tested using the content, construct and convergent validity tests, the construct reliability was tested using the one

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39

Thneibat, Hussam, Hassan Ahmed Salem Thneibat, and Khaled Al Rawashdeh. "THE EFFECT OF LOGISTICAL MANAGEMENT ON THE STRATEGIC AGILITY IN AQABA SPECIAL ECONOMIC ZONE AUTHORITY." International Journal of Education Humanities and Social Science 05, no. 02 (2022): 11–45. http://dx.doi.org/10.54922/ijehss.2022.0361.

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This study aimed to analyze the impact of logistical management on the strategic agility in the authority of Aqaba Special Economic Zone. To achieve the objectives of this study, a questionnaire was developed for the purpose of data collection and distributed to (150) employees. They were chosen in a simple random sample method. The study reached a set of results; the most important of which are: 1. The logistic management and strategic agility from the point of view of workers in Aqaba Special Economic Zone came at a high degree. 2. The existence of the effect of the logistic management dimen

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40

Ageri, Jusper Omboka, and Jane Queen Omwenga. "Strategic Agility and Performance of Pay Television Industry in Kenya." International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p) 2, no. 2 (2024): 201–17. http://dx.doi.org/10.61108/ijsshr.v2i2.106.

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The Pay TV market in Kenya operates in a highly competitive business environment, which in turn calls for aggressiveness and more efficient ways of keeping the business afloat. Advancement in technology also comes with several options for Pay TV customers such as online streaming which poses more threat to the market. This research seeks to assess the influence of strategic agility on the performance of the Kenyan Pay TV industry using Multichoice Kenya Limited as the case study. The objectives of this study were to establish the influence of leadership agility, determine the influence cultura

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41

Kurniawati, Fitri, Wiwin Saputra, Deltari Novitasari, and Agus Riyanto. "THE RELATIONSHIP BETWEEN STRATEGIC LEADERSHIP, ORGANIZATIONAL AGILITY, AND BUSINESS PERFORMANCE IN A COMPETITIVE MARKET." Indo-Fintech Intellectuals: Journal of Economics and Business 5, no. 2 (2025): 4710–20. https://doi.org/10.54373/ifijeb.v5i2.2947.

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In an increasingly competitive business environment, organizations must adopt strategic leadership and develop organizational agility to enhance performance. This study examines the relationship between strategic leadership, organizational agility, and business performance, exploring the mediating role of agility. Using a quantitative research approach, data was collected from business organizations across multiple industries. The findings indicate that strategic leadership significantly enhances organizational agility, which, in turn, positively impacts business performance. Furthermore, the

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42

Satyasri, Akula. "Exploring the Impact of Strategic Management and Digital Innovation on Organizational Growth and Development: a Comprehensive Study." Asian Journal of Social Sciences, Arts and Humanities 12, no. 1 (2024): `1–22. https://doi.org/10.5281/zenodo.13469544.

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<strong>ABSTRACT</strong> In today's fast-changing business world, more and more companies are realizing how important strategy management and digital innovation are to their growth and development. Strategic management practices help organizations establish objectives, develop strategies, and make decisions to attain competitive advantage and sustainable growth. This study delves into the complex connections between strategic management, digital innovation, strategic agility, and organizational outcomes, specifically examining their impact on organizational growth and development. The purpose

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43

Satyasri, Akula. "Exploring the Impact of Strategic Management and Digital Innovation on Organizational Growth and Development: a Comprehensive Study." Asian Journal of Social Sciences, Arts and Humanities 12, no. 1 (2024): `1–22. https://doi.org/10.5281/zenodo.13469544.

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<strong>ABSTRACT</strong> In today's fast-changing business world, more and more companies are realizing how important strategy management and digital innovation are to their growth and development. Strategic management practices help organizations establish objectives, develop strategies, and make decisions to attain competitive advantage and sustainable growth. This study delves into the complex connections between strategic management, digital innovation, strategic agility, and organizational outcomes, specifically examining their impact on organizational growth and development. The purpose

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44

Satyasri, Akula. "Exploring the Impact of Strategic Management and Digital Innovation on Organizational Growth and Development: a Comprehensive Study." Asian Journal of Social Sciences, Arts and Humanities 12, no. 1 (2024): `1–22. https://doi.org/10.5281/zenodo.13469544.

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<strong>ABSTRACT</strong> In today's fast-changing business world, more and more companies are realizing how important strategy management and digital innovation are to their growth and development. Strategic management practices help organizations establish objectives, develop strategies, and make decisions to attain competitive advantage and sustainable growth. This study delves into the complex connections between strategic management, digital innovation, strategic agility, and organizational outcomes, specifically examining their impact on organizational growth and development. The purpose

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45

Satyasri, Akula. "Exploring the Impact of Strategic Management and Digital Innovation on Organizational Growth and Development: a Comprehensive Study." Asian Journal of Social Sciences, Arts and Humanities 12, no. 1 (2024): `1–22. https://doi.org/10.5281/zenodo.13469544.

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<strong>ABSTRACT</strong> In today's fast-changing business world, more and more companies are realizing how important strategy management and digital innovation are to their growth and development. Strategic management practices help organizations establish objectives, develop strategies, and make decisions to attain competitive advantage and sustainable growth. This study delves into the complex connections between strategic management, digital innovation, strategic agility, and organizational outcomes, specifically examining their impact on organizational growth and development. The purpose

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46

Satyasri, Akula. "Exploring the Impact of Strategic Management and Digital Innovation on Organizational Growth and Development: a Comprehensive Study." Asian Journal of Social Sciences, Arts and Humanities 12, no. 1 (2024): `1–22. https://doi.org/10.5281/zenodo.13469544.

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<strong>ABSTRACT</strong> In today's fast-changing business world, more and more companies are realizing how important strategy management and digital innovation are to their growth and development. Strategic management practices help organizations establish objectives, develop strategies, and make decisions to attain competitive advantage and sustainable growth. This study delves into the complex connections between strategic management, digital innovation, strategic agility, and organizational outcomes, specifically examining their impact on organizational growth and development. The purpose

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HERZALLAH, Ahmad Mohammad, and Yasmeen Abd ALWAHAB. "STRATEGIC AGILITY AND ITS IMPACT ON PROMOTING ORGANIZATIONAL EXCELLENCE IN THE PALESTINIAN GOVERNMENT SECTOR." International Journal of Humanities and Educational Research 05, no. 05 (2023): 296–321. http://dx.doi.org/10.47832/2757-5403.22.15.

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The study aimed to identify the impact of strategic agility with its dimensions (strategic sensitivity, clarity of vision, core capabilities, shared responsibility) on enhancing organizational excellence with its dimensions (leadership excellence, subordinates' excellence, service excellence) in the Palestinian government sector. The researcher used the Descriptive Analytical Approach. The questionnaire was adopted as a tool for collecting field data. The study population consisted of (4000) employees in the first and higher categories. The stratified random sampling method was used, which was

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Sungthong, Sirinthra, Kanokwan Meesook, Charoenchai Agmapisarn, Abror Abror, Narinthon Imjai, and Somnuk Aujirapongpan. "Influence of digital transformation and strategic learning on agility and performance of Thai hotels." Problems and Perspectives in Management 23, no. 2 (2025): 651–66. https://doi.org/10.21511/ppm.23(2).2025.47.

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This study investigates the influence of digital transformation capability and strategic learning capability on strategic agility as well as competitive and innovative performance of Thai hotels. The sample consisted of 303 4–5-star hotels, selected through simple random sampling from a total population of 2,079 hotels nationwide. Data were collected through questionnaires and analyzed using structural equation modeling. The results revealed that digital transformation capability significantly influences strategic agility (β = 0.249, t = 5.182). Strategic learning capability, which encompasses

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Goaill, Majid Mapkhot Mapkhot, and Amal Salah Aldeen Ali Al-Sabahi. "The Impact of Strategic Intelligence on Marketing Agility: A Field Study in Private Universities in the Capital Municipality of Sana'a." University of Science and Technology Journal for Management and Human Sciences 2, no. 2 (2024): 67–89. http://dx.doi.org/10.59222/ustjmhs.2.2.3.

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This study aimed to determine the levels of marketing agility and strategic intelligence, as well as the impact of strategic intelligence on marketing agility in private universities in the Capital Municipality of Sana'a. The study adopted a descriptive-analytical approach and used a questionnaire as a tool for data collection from private universities that have been established for more than 15 years and have more than 20 educational programs. One hundred and thirty-seven questionnaires were distributed to university rectors, vice rectors, general secretaries, deans of colleges, marketing man

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Thaer, Hasan Kadhim Alhargose, Abd ulkhudhur shneet Rugayah, and rekan radhi Shaher. "The Role of Leadership Styles in Fostering Strategic Agility: Evidence from a Leading Iraqi Bank." RA JOURNAL OF APPLIED RESEARCH 10, no. 11 (2024): 292–300. https://doi.org/10.5281/zenodo.14190227.

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This study investigates the influence of transformational and transactional leadership styles on the strategic agility of Bank of Baghdad, a leading Iraqi bank operating in a dynamic and competitive environment. Strategic agility, defined as the capacity to sense and respond effectively to environmental changes, is crucial for organizational success in today's rapidly evolving market. Utilizing a quantitative research design, a structured questionnaire was administered to a sample of 269 employees at various hierarchical levels within the bank. The questionnaire assessed leadership styles (tra

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