International Journal of Education, Science and Social Sciences

Original Articles

Vol. 4 No. 1 (2025)

Effect of Strategic Agility on Sustainable Organization Performance: A Case of Kajiado County

Published
2025-03-15

Abstract

In an increasingly dynamic and competitive business environment, organizations are compelled to adapt swiftly to changes in market conditions, consumer preferences, and technological advancements. Strategic agility helps firms to be responsive to the changes in the business environment.  Firms’ capacity to improve strategic agility is only possible if they are in a position to identify opportunities and take the necessary advantage with the aim of achieving their set objectives. However, the relationship between strategic agility and sustainable organizational performance remains underexplored, particularly in the context of Kajiado County, where unique socio-economic and environmental challenges exist. This study aims at finding out the effect of strategic agility on sustainable organization performance. The study was guided by Dynamic Capabilities, Resource Based View and Contingency theories. The study utilized descriptive research design. The target population consisted of 114 senior management personnel from five departments, selected through stratified random sampling to ensure representation across various organizational levels. A pilot study was conducted to refine the data collection instruments, ensuring clarity and effectiveness in capturing the necessary information. The data was collected using structured questionnaire. Collected data was coded into SPSS Version 23 and analysed using descriptive and inferential statistics. Organizational performance exhibited the strongest correlation with overall organizational factors (r = 0.987, p = 0.001), while technology (r = 0.643, p < 0.001) and own revenue collection (r = 0.857, p = 0.002) also demonstrated strong positive correlations. However, employee-related factors (r = 0.316, p = 0.002) and customer participation (r = 0.147, p = 0.001) revealed weaker correlations with organizational performance. Further, the findings indicate that all strategic agility factors had a significant effect on organizational performance technology (β = 0.412, p = 0.001), resource allocation (β = 0.354, p = 0.005), public participation (β = 0.274, p = 0.012) and revenue collection (β = 0.245, p = 0.022). To enhance strategic agility and organizational performance, it is recommended that Kajiado County prioritize investments in technology and infrastructure that facilitate rapid adaptation to market changes.

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