Strategic Agility and Sustained Competitive Advantage of Private Healthcare Providers in Kenya
DOI:
https://doi.org/10.47941/jbsm.3525Keywords:
Strategic Agility, Sustained Competitive Advantage, Private Healthcare Providers, Organizational CultureAbstract
Purpose: This study investigated influence of strategic agility on sustained competitive advantage of private healthcare providers in Kenya, while examining the moderating effect of organizational culture on this relationship.
Methodology: Grounded in the Dynamic Capability Theory, the study employed a descriptive cross-sectional survey design targeting senior managers of private healthcare providers within Nairobi Metropolitan. Both descriptive and inferential statistical methods, including correlation, regression, and moderation analyses, were used to assess influence of strategic agility.
Findings: Findings revealed that strategic agility significantly enhances sustained competitive advantage, positioning healthcare organizations to swiftly respond to market dynamics, adopt innovations, and improve service delivery. Notably, healthcare providers that exhibited high levels of strategic agility, demonstrated through environmental scanning, proactive decision-making, and adaptive capabilities, recorded superior financial performance, increased market share, and improved patient satisfaction. Furthermore, organizational culture was found to significantly moderate this relationship, with cultures emphasizing teamwork, role clarity, and customer-centric values amplifying the impact of strategic agility on competitive advantage. The study concludes that strategic agility is a crucial driver of competitive advantage in Kenya's private healthcare sector, especially when reinforced by a positive organizational culture.
Unique Contribution to Theory, Practice and Policy: It recommends that healthcare leaders prioritize developing agile strategies and fostering organizational cultures that support rapid adaptation, continuous learning, and innovation to achieve long-term sustainability and competitiveness.
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Copyright (c) 2026 Mwenemeru Eunice Mugure, Dr.Jared Deya, Prof. Allan Kihara
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