📄 Abstract
This paper empirically examines the relationship between organizational agility and the performance of manufacturing small and medium enterprises (SMEs) in Nairobi, Kenya. The study focused on four key dimensions of agility: sensing agility, decision-making agility, resource fluidity, and cultural contours. Using an explanatory research design, the study targeted 987 registered manufacturing SMEs and employed a multi-stage sampling approach stratified, proportionate, and simple random sampling to select a sample of 284 SME owners and managers, determined through Yamanes formula. Primary data were collected using structured, close-ended questionnaires and analyzed through descriptive and inferential statistics. The findings reveal that sensing agility, decision-making agility, resource fluidity, and cultural contours each exert a positive and statistically significant effect on SME performance. This suggests that agility enables firms to sense environmental shifts, make swift and informed decisions, flexibly reallocate resources, and foster cultures that support adaptability and resilience. The study concludes that organizational agility is a critical determinant of SME performance in dynamic markets. It recommends that manufacturing SMEs institutionalize agile practices by investing in real-time market sensing mechanisms, decentralizing decision-making structures, ensuring flexible resource allocation, and cultivating adaptive cultural values to sustain competitiveness and performance.
🏷️ Keywords
📚 How to Cite:
Robert Kipkorir Chepkwony, Ronald Bonuke, Rose Boit , ORGANIZATIONAL AGILITY ON PERFORMANCE OF MANUFACTURING SMALL AND MEDIUM SIZED ENTERPRISES IN NAIROBI, KENYA , Volume 12 , Issue 11, November 2025, EPRA International Journal of Economics, Business and Management Studies (EBMS) ,