Title: Strategic Agility Competence And Organizational Resilience Of Selected Commercial Banks In Delta State
Authors: ATUMAH, JOHN ESEOGHENE, OLANNYE Peter, ASHIBOGWU Kingsley
Volume: 9
Issue: 3
Pages: 123-138
Publication Date: 2025/03/28
Abstract:
This study undertook a comprehensive examination of the impact of strategic agility competence on organizational resilience in selected commercial banks in Delta State. The research was motivated by the need to understand the role of strategic agility in driving organizational success in the banking industry, particularly in the context of a rapidly changing business environment. The study adopted a quantitative research approach, utilizing a survey design to collect data from 168 respondents drawn from selected commercial banks in Delta State. The data was analyzed using a range of statistical techniques, including descriptive statistics, correlation analysis, and regression analysis. The findings of the study revealed that strategic agility competence has a significant positive impact on organizational resilience. Specifically, the study found that dynamic capability, innovation capability, network capability, and strategic leadership are significant predictors of organizational resilience. The study also identified several key drivers of strategic agility competence, including organizational culture, leadership style, and technological infrastructure. The study's conclusions have significant implications for policymakers, regulators, and bank managers seeking to promote organizational resilience in the banking industry. The study recommends that banks prioritize the development of strategic agility competence, including dynamic capability, innovation capability, network capability, and strategic leadership. Additionally, the study suggests that policymakers and regulators can play a crucial role in promoting strategic agility competence by creating a supportive business environment and providing incentives for innovation and entrepreneurship. The study contributes to the existing literature on strategic agility competence and organizational resilience, providing new insights into the role of strategic agility in driving organizational success in the banking industry. The study's findings also have practical implications for bank managers and policymakers seeking to promote organizational resilience in the banking industry