Evripidou, Loukia

Purpose: The purpose of this paper is to examine the phenomenon of strategic agility thought various theoretical lenses, with the ultimate objective being to identify those critical factors and mechanisms that contribute towards the development of strategic agility. While the concept of strategic agility has been gaining momentum among various key scholars, there is an outstanding gap in the literature regarding the way that critical factors among different theoretical views and disciplines can be codified and connected to provide a holistic model that enables organizations to cultivate strategic agility capabilities. Specifically, several studies that emphasize on strategic agility, identify critical factors in a single theoretical perspective, and yet the literature and empirical studies lack a holistic approach that integrates all the factors in order to provide a comprehensive overview to the field. Design/Methodology/Approach: This paper follows a narrative literature review and focuses on two main streams. Firstly, it defines the nature, and the main capabilities of strategic agility, and secondly discusses the main critical factors that facilitate strategic agility as those emerge from various theoretical perspectives. Findings/Results: The literature review indicates that strategic agility is characterized by three meta-capabilities, namely, strategic sensitivity, leadership unity, and resource fluidity and those capabilities enable organizations to participate in high-velocity competitive environments, while facing fast-paced changes in different directions. Paradox theory, ambidexterity and strategic change are found to be crucial for achieving strategic agility, where factors related to knowledge management, information technology, leadership, and human resources management specifically are identified as equally important. Originality/Value: The overall aim of the research is to bridge the gap in the literature by providing a holistic investigation towards strategic agility, as the title clearly suggests. This paper serves as a conceptual foundation based on which empirical studies can examine the integration of those factors and their intra/inter relations that enable the cultivation of the meta-capabilities of strategic agility.

Purpose: The purpose of this research study was to examine the correlation, if any, between knowledge and performance management and associated strategies employed by today's organizations to increase stakeholder and shareholder value. Design, methodology: Each strategy was individually examined using the quantitative causal method research design in order to examine the relationship/correlation of the level of knowledge and performance activities within participant organizations, and then collaboratively examine their inter-relations. The independent variables and the dependent variables vary in each correlational research questions. Findings: The findings endorsed that effective use of organizational explicit knowledge and efficient performance are practices worth doing. Correlations between knowledge and performance and innovation and value added were found to be relatively strong. A moderately strong predictive correlation between effective implementation of knowledge strategy and performance was also found and presented, and similar findings showing a moderately strong predictive correlation between effective implementation of performance strategy and innovation are also established and shown. Practical implications: Organizations can increase and create vital added value to both stakeholders and shareholder members by implementing effectively a holistic approach as an integrated part of routine practices that enhances knowledge creation and exceptional performance, which will contribute to superior results - tangible and intangible ones. The practical implications of this research will contribute to the academic discipline of knowledge and performance management. Paper relevance: This paper will contribute to the debate regarding the linking of knowledge and performance management. Further, this paper will contribute to the in-depth analysis/discussion of the importance of knowledge in innovation and velocity management.