Designing competitivity activity model through the strategic agility approach in a turbulent environment

Purpose - This paper aims to introduce and test a model of shaping strategic agility based on dynamic capabilities such as information technology (IT) competencies, entrepreneurial alertness and acuity market to improve firms' competitive activity.Design/methodology/approach - A study based on a quantitative approach has been designed. Data have been collected through closed questionnaires from a sample of firms. The study has been conducted in the electronics industry in Italy based on the dynamism of the setting. Through SPSS-AMOS application, path analysis has been performed to conduct a first assessment of the theoretical model.Findings - The dimensions of strategic agility are relevant capabilities for improving competitive activity. Furthermore, increasing strategic agility in the three dimensions (customer, operational and partnering) depends on the ability to improve other dynamic capabilities of the organization, including IT competency, systematic insight and strategic foresight. Finally, strategic agility results to be the only variable able to leverage the firm's competitive activity.Research limitations/implications - The study presents some limitations linked to the response rate and the ability to conduct further analysis. However, it highlights the main dimensions that managers and entrepreneurs should develop to improve the competitive activities of the firm.Practical implications - The paper addresses practitioners' need to identify the main variable to leverage in order to increase firms' competitivity.Social implications - The results of the study offer the opportunity for new reflections when designing business executives' training programs and defining recruitment pathways.Originality/value - This is the first study that investigates strategic agility building in a turbulent environment in the Italian setting.