Strategic Agility and Firm Peformance in The Technology Sector in Kenya - A Case of Westcon Africa

Abstract

Strategic agility is defined as a company's ability to reinvent itself based on its approach in response to changes in the business environment. Strategic agility enables businesses to deliver the right products and services at the right place, right time, and right price. This study sought to establish the effect of strategic agility on firm performance in the technology sector in Kenya - using Westcon Africa as a case. The study's objectives were to examine strategic agility practices applied by Westcon Africa, to assess the level of performance of Westcon Africa and to determine the effects of strategic agility on firm performance at Westcon Africa. The study was anchored on Dynamic Capabilities Theory, while the Resource Based View Theory and Organizational Culture Model were to support the anchor theory. The study adopted descriptive research design, with the unit of analysis being the staff of Westcon Africa. The sample size for this study was 63 staff members drawn from Westcon Africa. The study utilized structured research questionnaire for data collection. To verify the validity and reliability of the study instruments, a pre-test study was conducted. Descriptive statistics was used to calculate the mean and standard deviation. The collected research data was analyzed using quantitative techniques. The data was analyzed using descriptive and inferential statistics with the help of SPSS (Statistical Program for the Social Sciences) version 28 and data was presented using tables and figures. The study found that effective leadership is positively correlated with Performance of Westcon Africa, while resource fluidity and IT systems adoption are not, employee engagement is positively correlated with Westcon Africa's performance and effective leadership fosters a culture of innovation, resource optimization, and organizational cohesiveness