STRATEGIC AGILITY AND PERFORMANCE OF ACCREDITED UNIVERSITIES IN KENYA

Abstract

The purpose of this study was to empirically investigate the relationship between strategic agility and the performance of accredited universities in Kenya. To test the hypothesis, a cross-sectional dataset was gathered through a questionnaire from 78 accredited universities. Strategic agility was operationalized using four dimensions: strategic sensitivity, collective commitment, resource fluidity, and partnership. Organizational performance was assessed through five indicators:
customer perspective, funding perspective, internal business processes, learning and growth, and social performance, based on prior empirical research. Data were collected using a questionnaire and analyzed through descriptive and inferential statistics. The empirical findings revealed that strategic agility significantly and positively influences organizational performance, highlighting its critical role in enhancing university effectiveness.

Keywords: strategic agility, organizational performance, accredited universities