Revitalizing Strategic Agility in a Turbulent Environment: A Conceptual Discourse

This paper conceptually examined revitalizing strategic agility in a turbulent environment. In the current turbulent and highly competitive environment of today, agility, that is the ability of organizations to quickly sense and respond to environmental changes, is an important determinant of organizational success. With the advancement of information technologies, company strategy focuses nowadays on sustainable competitive advantage, and gives importance to short-term advantages of flexibility and fast response. In the unpredictable and competitive world of today, organizations must have different competitive features to compete; otherwise, they will move towards annihilation. One of the capabilities that organizations need in the turbulent environments of today is agility. Strategic agility is the ability to continuously and adequately adjust and adapt in appropriate time the strategic direction in core business in relation to changing circumstances. Agility provides the organization with the possibility of quick response and compatibility with environment and allows the organization to improve its efficiency. The paper is largely conceptual in nature and adopts a desk research methodology in reviewing extant literature. This study concludes that firms operating in dynamic environments must realize the need for change and adaptation and thereby stimulate their in developing agility that can better respond to a dynamic environment.

Risk Information Management and Social Media Platforms: A Strategic Agility of Local Governments to Prevent the COVID-19 Pandemic

This study aims to analyze risk management information models, differences in information on social media, and local governments' strategic agility during the COVID-19 Pandemic. The method in this study uses qualitative content analysis and the Nvivo-12 Plus analysis tool. Based on data analysis, risk information through social media has not built a stronger client relationship between government and society. Information content uses videos, pictures, short news, the news itself, and news from other media. The local government's Facebook account's social media functions are divided into three categories: First, providing information related to the spread of the pandemic. Second, the reporting situation, this category conveys information about the condition of government activities, building personal branding in the form of assisting; this function can take the form of overcoming COVID-19 through the provision of disinfectants, use of sanitizers, and providing health education. Third, dialogue related communication, risks, health standards, and public services, as a campaign to be aware of the surrounding conditions. The implication is that strategic agility consisting of sensitivity, leadership unity, and resource fluidity is important.

The digital age is transforming job descriptions, especially for CEOs

Purpose To implement a customer-centric vision in the digital era requires leadership that champions principles, processes and practices that promote customer value and corporate agility. Design/methodology/approach In the digital age organization the CEO’s job description, and those of all the leadership team, will require radical redesign. Findings A successful digital-age CEO is an entrepreneur with a passion for creating new value for customers and a preoccupation with strategic agility and discerning new business opportunities. Practical/implications Perhaps the most critical feature of digital-era CEOs’ jobs is their focus on the continuous creation of new businesses. Originality/value A successful digital-age CEO is an entrepreneur with a passion for creating new value for customers and a preoccupation with strategic agility and discerning new business opportunities.

The Impact of strategic Agility on the SMEs competitive capabilities in the Kingdom of Bahrain

With a highly uncertain and changing business environment, the typical way of planning a business is not particularly useful in different organizations worldwide. The current literature explores the concept of strategic Agility based on the idea of flexible planning and implementation and can pivot direction at the time of crises. Three main theories underpinning these concepts are contingency-based theory, resource-based theory, and Dynamic capability theory. These theories have one common point of view: enterprises' ability to cope with unexpected changes, survive unprecedented threats from the business environment, and take advantage of changes as opportunities. The literature has identified various variables that impact the adoption of strategic Agility in the organization, including strategic sensitivity, Resource fluidity, and Leadership unity. Some studies in the literature have found these variables as dimensions of strategic Agility. Further, the literature discussed how competitiveness could be achieved through strategic Agility at times of crisis, particularly in SMEs, which are highly prone to external problems due to limited resources and budgets.

Mapping research trends on strategic agility over the past 25 years: insights from a bibliometric approach

PurposeStrategic agility is a fuzzy concept that has become crucial to cope with environmental uncertainty and instability; hence, more in-depth studies are highly needed. The aim of this paper is to shed light on the still diffuse research area of strategic agility by clarifying its scope and concept, as well as identifying the different topics that have been examined thus far. Finally, the intent of this paper is to show the existing gaps in the literature to provide scholars with a clear roadmap for future research.Design/methodology/approachBibliometric and content analyses are used in this study to review the most impactful papers in strategic agility between 1996 and 2021. Citation and mapping analyses are conducted through SciMAT software, and a dynamic approach is adopted by assessing and discussing the evolution of strategic agility throughout five different periods.FindingsThis study reveals that strategic agility is a research line that has neither gained consensus nor reached maturity and that it is linked to several thematic areas or topics. The study offers a complete understanding of the state of the art of strategic agility over time and underscores its main future research lines.Originality/valueThis study presents a complete map of the strategic agility research thus far by using novel bibliometric techniques. This approach is especially interesting because it allows for identifying the dynamic relationships among themes within the topic over five different periods.