Strategic Agility in Dynamic Markets: Leveraging Innovation for Competitive Advantage.

George Ingasia Kasamani; Nancy Chebet Changeiywo; Hassanali Omido Karim

doi:10.61108/ijsshr.v2i3.150

Strategic Agility in Dynamic Markets: Leveraging Innovation for Competitive Advantage.

Authors

George Ingasia Kasamani Scholar, School of Business, Taita Taveta University, Kenya
Nancy Chebet Changeiywo Scholar, School of Business, Taita Taveta University, Kenya
Prof. Karim Hassanali Omido, Ph.D Professor, School of Business, Taita Taveta University, Kenya

DOI:

https://doi.org/10.61108/ijsshr.v2i3.150

Keywords:

Strategic Agility, Dynamic Markets, Leveraging Innovation, Competitive Advantage

Abstract

This study explored the concept of strategic agility in dynamic Kenyan technology markets, emphasizing its role in achieving competitive advantage through innovation and adaptability. Using a qualitative multi-case study approach, the research focused on five leading technology firms characterized by their agility and innovation capabilities. Data collection included semi-structured interviews, corporate reports, and secondary sources, with analysis facilitated by thematic coding and NVivo software. The findings revealed four critical dimensions of strategic agility: adaptive decision-making, organizational learning, resource reallocation, and innovation-driven strategies. Agile firms relied on decentralized decision-making structures and real-time data analytics to respond to market volatility, supported by continuous learning and partnerships with academic institutions. Resource reallocation practices demonstrated strategic foresight, enabling investments in high-potential projects. The integration of incremental and disruptive innovation strategies further underscored the firms' ability to address immediate market demands while preparing for future challenges. These insights underscore the importance of cultivating a culture of agility, leveraging digital tools, and fostering continuous learning for sustained competitiveness. Recommendations highlight the need for flexible resource allocation mechanisms, structured training programs, and external collaborations to enhance agility. Future research could examine external influences on strategic agility, industry-specific factors, and the role of digital tools in fostering agility, particularly within small and medium-sized enterprises in Kenya.

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References

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Vol. 2 No. 3 (2024) of the International Journal of Social Science and Humanities Research (IJSSHR)

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Published

2024-12-31

How to Cite

Kasamani, G. I., Changeiywo, N. C., & Karim, H. O. (2024). Strategic Agility in Dynamic Markets: Leveraging Innovation for Competitive Advantage. International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p), 2(3), 404–410. https://doi.org/10.61108/ijsshr.v2i3.150

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Vol. 2 No. 3 (2024): International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p)

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