Strategic Agility in a Digital Age: Exploring the Role of Dynamic Capabilities in Organisational Adaptation
DOI:
https://doi.org/10.53797/ujssh.v3i2.26.2024Keywords:
Strategic Agility, Dynamic Capabilities, Digital Transformation, Organizational Adaptation, InnovationAbstract
This study examines the correlation between strategic agility and dynamic capabilities within the digital transformation framework, emphasising how organisations can cultivate and utilise dynamic skills to respond to swift technological upheavals. As industries encounter mounting pressure to innovate and adapt to market fluctuations, the capacity for agility has become crucial to organisational success. The study looks at how organisations can attain strategic agility through dynamic capabilities, particularly the capacity to perceive, seize, and change. This promotes innovation, enhances decision-making, and guarantees long-term competitiveness. This study used a mixed-methods approach, integrating qualitative case studies and quantitative surveys, to identify essential mechanisms and practices organisations implement to improve their agility in the digital era. The results underscore the significance of cultivating an innovative culture, decentralising decision-making processes, and enhancing organisational digital competencies. The report offers practical insights for leaders and managers aiming to address digital disruption by developing the dynamic capabilities essential for strategic agility. Moreover, it establishes a basis for subsequent study, indicating the need for additional exploration of sector-specific applications, cross-cultural variations, and the enduring effects of dynamic capacities on organisational success. This research enhances the existing literature on digital transformation, strategic agility, and organisational adaptation in the 21st century.
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