Determinants of Strategic Agility in Multinational Corporations: Evidence from the South West Region of Cameroon
Keywords:
Strategic Agility, Strategic Leadership, Organizational Learning, Knowledge Management Capability, Digital Capability, Organizational CultureAbstract
Strategic agility has emerged as a critical organizational capability that enables multinational corporations to respond effectively to rapidly changing business environments characterized by technological disruptions, globalization, market uncertainty, and increasing competition. Despite its strategic importance, limited empirical evidence exists on the organizational factors that drive strategic agility within multinational corporations operating in Sub-Saharan Africa. This study examined the determinants of strategic agility among multinational corporations in the South West Region of Cameroon. Specifically, the study investigated the influence of strategic leadership, organizational learning, knowledge management capability, digital capability, and organizational culture on strategic agility. Guided by Dynamic Capability Theory, the study adopted a quantitative research approach using a cross-sectional survey design. Primary data were collected from 384 managerial and supervisory employees of multinational corporations through a structured questionnaire. The data were analysed using descriptive statistics, reliability and validity tests, Pearson's correlation analysis, diagnostic tests, and multiple linear regression analysis with the aid of SPSS Version 26. The findings revealed that strategic leadership, organizational learning, knowledge management capability, digital capability, and organizational culture all exert positive and statistically significant effects on strategic agility. Among these determinants, strategic leadership emerged as the strongest predictor of strategic agility, followed by organizational learning, knowledge management capability, digital capability, and organizational culture. The study extends Dynamic Capability Theory by demonstrating that strategic agility is an organizational capability developed through the interaction of complementary organizational capabilities rather than isolated managerial practices. The findings further provide practical insights for managers and policymakers by emphasizing the need to strengthen leadership capability, organizational learning, digital transformation, knowledge management, and adaptive organizational cultures to enhance strategic agility and sustain organizational competitiveness in emerging economies.
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