Strategic Agility and Project Performance of Intergovernmental Organizations in Kenya: Case of Au-Ibar

Abstract

Intergovernmental organizations (IGOs) headquartered and operating in Kenya are mandated to deliver cross-border public goods under high uncertainty, yet independent evaluations repeatedly flag shortfalls in project performance, especially around timeliness, stakeholder satisfaction, and achievement of stated objectives. Against this backdrop, the purpose of this study was to evaluate the effect of strategic agility on project performance of intergovernmental organizations in Kenya. The specific objectives of the study were; to establish the effect of adaptive planning on project performance of AU-IBAR, to assess the effect of resource flexibility on project performance of AU- IBAR, to examine the effect of environmental sensing on project performance of AU- IBAR, and to evaluate the moderating effect of institutional factors on the relationshsip between strategic agility and project performance of AU-IBAR. The study was grounded on the Dynamic Capabilities Theory as the anchor, as well as Real Options Theory, Goal- Setting Theory and Institutional Theory. A crossection-explanatory research design was adopted. The target population comprises 71 senior, mid and entry level managers at AU- IBAR. Primary data was collected using a structured questionnaire. To ensure validity and reliability, a pretest was conducted among eight managers from ICAO Regional Office, in Nairobi City County. Data was summarised descriptively using mean and standard deviation, as well as inferentially using pearson correlation and regression analyses. Findings revealed that adaptive planning had a moderate and significant positive effect on project performance (R²=.365, p<.05), indicating that proactive planning and iterative adjustment enhance project efficiency and timeliness. Resource flexibility exhibited a strong positive effect (R²=.369, p<.05), underscoring the value of agile resource reallocation in improving project adaptability and outcomes. Similarly, environmental sensing showed a strong and significant effect (R²=.256, p<.05), suggesting that continuous environmental scanning and information use strengthen project responsiveness and sustainability. However, institutional factors such as leadership and organizational culture did not significantly moderate the relationship between strategic agility and project performance (β=–.110, p=.512, p>.05), implying that agility operates independently of institutional conditions in AU-IBAR’s structured environment. The study concluded that strategic agility, manifested through adaptive planning, resource flexibility, and environmental sensing is a critical determinant of project performance in intergovernmental organizations. It recommends that AU-IBAR institutionalize iterative planning frameworks, strengthen flexible resource systems, and enhance environmental monitoring to improve project execution and sustainability. The findings contribute to both theory and practice by extending the dynamic capabilities and strategic agility paradigms to intergovernmental contexts characterized by procedural rigidity and cross-border mandates.