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This study aims to examine the impact of balanced agile project management (balanced APM) on firm performance through the mediating role of market orientation and strategic agility of medium and large telecommunication technology providers in Indonesia.

Research data was collected from the executive management of telecommunication technology providers in Indonesia via a questionnaire survey to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit through confirmatory factor analysis and causal relationships through structural equation modeling.

The results indicate that market orientation mediates the link between balanced APM and strategic agility and that strategic agility mediates the link between market orientation and firm performance.

The choice of single telecommunication industry in a single country, Indonesia, provides a limitation on external validity. It is, therefore, suggested to extend the research efforts to other industry sectors in multi-country environments.

This study extends the knowledge about agile project management by embracing balancing control enforcement and tests it empirically. This study also re-conceptualizes strategic agility to embrace business partner switching capability and market orientation to embrace the inter-partner coordination dimension. Finally, the results highlight that agile project management needs to be framed by market orientation to create higher value for customers. However, market orientation alone is not enough and that the organization requires strategic agility to achieve firm performance.

This paper aims to introduce and test a model of shaping strategic agility based on dynamic capabilities such as information technology (IT) competencies, entrepreneurial alertness and acuity market to improve firms’ competitive activity.

A study based on a quantitative approach has been designed. Data have been collected through closed questionnaires from a sample of firms. The study has been conducted in the electronics industry in Italy based on the dynamism of the setting. Through SPSS-AMOS application, path analysis has been performed to conduct a first assessment of the theoretical model.

The dimensions of strategic agility are relevant capabilities for improving competitive activity. Furthermore, increasing strategic agility in the three dimensions (customer, operational and partnering) depends on the ability to improve other dynamic capabilities of the organization, including IT competency, systematic insight and strategic foresight. Finally, strategic agility results to be the only variable able to leverage the firm’s competitive activity.

The study presents some limitations linked to the response rate and the ability to conduct further analysis. However, it highlights the main dimensions that managers and entrepreneurs should develop to improve the competitive activities of the firm.

The paper addresses practitioners’ need to identify the main variable to leverage in order to increase firms’ competitivity.

The results of the study offer the opportunity for new reflections when designing business executives’ training programs and defining recruitment pathways.

This is the first study that investigates strategic agility building in a turbulent environment in the Italian setting.

The 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.

A 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 validity and reliability of the research model and to test the postulated hypotheses. The assessment of importance and performance matrix analysis (IPMA) was also carried out to highlight the areas of significance for improvement.

The study discovered that all three constructs of organisational capabilities, i.e. environmental scanning, marketing and organisational learning, attributed significantly to strategic agility. This in turn enabled strategic agility to significantly influence the organisational performance of private HEIs in Malaysia. Finally, IPMA revealed that private HEIs need to prioritise organisational learning to strengthen their strategic agility, thus optimise organisational performance.

Aside from business and management research of strategic agility in other industries, the current study manages to establish that strategic agility also plays an important role in the private higher education sector. Furthermore, the use of IPMA provides fresh insight into the importance and performance of the organisational capabilities examined against strategic agility.

The purpose of this empirical paper is to operationalize the Doz and Kosonen (2010) model of strategic agility, consisting of three dimensions and 15 subfactors and to test its relationship with firm performance under multiple contingencies.

A CEO-level survey is conducted to collect a sample of 73 firms from three industries in the US state of Florida. Factor analysis and convergence with similar criterion are used to validate the strategic agility construct. Multiple regression is used to test hypothesized relationships.

The findings support construct validity of Doz and Kosonen's model. Moreover, firm age and environmental turbulence are found to be important contingency factors. Environmental turbulence is found to moderate the relationship between firm age and strategic agility. Firm age and environmental turbulence are found to jointly moderate the relationship between strategic agility and firm performance.

It is evident that firms may benefit from strategic agility depending on their age and environment. The results encourage future longitudinal research addressing causality.

The paper contributes to research by validating a more comprehensive model of strategic agility and identifying contingency factors that help to explain prior mixed results on the relationship between strategic agility and performance.

The 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.

The 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 of multiple stakeholders; and creative extension of resources.

Strategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.

The findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.

Strategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm.

The purpose of this study is to identify the relationship between collaborative innovation and the financial performance of information technology (IT) firms through the mediating role of strategic agility and absorptive capacity. Customer knowledge management capability (CKMC) is also explored as a potential moderator.

Data were collected from 300 respondents working in different small to medium IT enterprises operating in different cities around Portugal. The simple random sampling method was used for data collection, and Smart partial least squares-structural equation modeling (Smart PLS-SEM version 3.2.8) was used to test the hypotheses.

The findings demonstrate that collaborative innovation contributes significantly to the financial performance of IT firms in Portugal. The results also indicate that absorptive capacity and strategic agility both positively and significantly affect the relationship between collaborative innovation and firms’ financial performance. However, while the moderating role of CKMC has a positive and significant effect on the relation between collaborative innovation and strategic agility, CKMC insignificantly moderates the relation between collaborative innovation and absorptive capacity.

Few studies have explicitly connected collaborative innovation with firms’ financial performance; this study attempts to fill that gap. Moreover, this research investigates the mediating role of strategic agility and absorptive capacity in the relationship between collaborative innovation and financial performance. Finally, by discussing the moderating effect of CKMC, which leads to enhanced financial performance, this study proposes that when complex and unpredictable situations occur, managers should focus on customer-oriented strategies and innovation at the same time to outpace their competitors.

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.

The methodology consists of four phases. Phase I forms a pool of agility key performance indicators (KPIs). Phase II categorizes and ranks the KPIs based on their importance and the gap that exists between their current and desired level. Using interpretive structural modeling, phase III establishes the intra-relationships among the KPIs as well as agility attributes, agility enablers and improvement paths, collectively referred to as agility indicators. Finally, phase IV analyzes the inter-relationships among agility indicators using three consecutive houses of quality.

To demonstrate the capability of the proposed methodology, it was applied to a dairy food company operating in a competitive environment. The application could address the shortcomings of previous agility methodologies and helped the company to assign resources to the right agility indicators with the highest influence on strategic agility.

The methodology was applied to a single organization only. The application does not include long-term post-implementation observations and measurement of strategic agility.

Practitioners can benefit from the methodology to identify the right agility indicators of their organization and assign organizational resources for the improvement of such indicators. The methodology ensures selecting indicators that contribute to organization’s strategic agility, although ostensibly seem unrelated.

The paper contributes to the literature of strategic and organizational agility by proposing a systematic methodology that considers both intra- and inter-relationships among agility indicators. The methodology also makes a decent contribution in addressing organizational ambidexterity by analyzing mutually exclusive indicators pertaining to current and future opportunities for the organization.

Drawing on a strategic agility perspective, the authors develop a theoretical framework and empirically examine how digital platform adoption and capability impact business performance via digital-enabled strategic agility in the context of professional service firms.

The authors propose and examine a conceptual framework based on survey data from 127 professional service firms in New Zealand.

This study reveals the impact of digital platform capability on the business performance of professional service firms that employ digital platform technologies. The results suggest that organizational innovation and managers' creative efficacy will be used as distal antecedents and contribute to digital platform capabilities. In addition, digital strategic agility can mediate the link between digital platform capabilities and business performance.

This study is one of the first to investigate when and how digital platforms empower professional service firms. This study reveals the role of digital strategic agility and digital platform capabilities in knowledge-intensive enterprises. This research advances the development of knowledge-based economy in the information age by applying and extending strategic agility to the uncertain and volatile business environment. The authors' new conceptualization provides a deeper understanding of how and why professional services business and organizations can adapt to the post-COVID era smoothly and successfully.

The purpose of this paper is to investigate two potentially key drivers of a firm's supply chain agility, namely strategic sourcing and firm's strategic flexibility. Despite some theoretical and conceptual works suggesting that some elements of these two constructs may relate to agility, this has not yet been assessed together empirically. This study aims to address this gap in the literature.

This study involves an empirical investigation of a theory‐based model based on the competence‐capability framework, and a dynamic capabilities theoretical perspective, where the internal competencies of strategic sourcing and firm's strategic flexibility relate to the dynamic capability of the firm's supply chain agility. This investigation also includes the testing of a possible mediation effect of firm's strategic flexibility on the relationship between strategic sourcing and the firm's supply chain agility. The model is tested utilizing data from 144 US manufacturing firms via partial least square methodology.

The results of the empirical study indicated that both strategic sourcing and firm's strategic flexibility were significantly related to the firm's supply chain agility. In addition, while a full mediation effect was not found on the part of strategic flexibility, there was evidence for partial mediation.

Given that the data are from specific US industries, the generalizability of current findings to other industries or countries may require additional investigation.

Given the attention paid to agility in terms of its importance to responding to business uncertainty, and more recently, as an important capability in managing supply chain disruption risks, this paper investigates how strategic sourcing and flexibility can contribute to agility.

Strategic 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.

Bibliometric 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.

This 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.

This 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.

策略靈活性是一個模糊概念。這個概念對應付環境的不確定性和不穩定性至為重要, 因此, 我們極須對其作更深入之研究。目前, 對策略靈活性的研究範圍仍很分散。本文擬為這研究範圍提供解說, 方法是透過闡釋策略靈活性的範疇和概念, 及確定至今曾被探討過的課題。最後、本文擬顯示目前文獻中的研究缺口, 以為學者提供一個未來研究的清晰藍圖 。

研究利用文獻計量分析法與內容分析法, 去審視1996年至2021年期間研究策略靈活性最有影響力的文章, 透過SciMAT可視化軟件進行引用文獻及繪圖分析, 亦採用動態方法, 去評估及討論橫跨五個不同時期策略靈活性的演變。

研究顯示、策略靈活性為一既無共識, 也未臻成熟的研究線; 研究亦顯示、策略靈活性與多個專題領域及主題相關連。本研究使我們對策略靈活性隨著時間推移的最新理念得到全面的理解, 研究亦強調了策略靈活性未來主要的研究線。

本研究透過新穎的文獻計量分析法, 提供了一個策略靈活性研究發展至今的完整藍圖。這方法至為有趣, 因其能確定橫跨五個不同時期、在同一課題下各個主題間的動態關係。