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Abstract
With a highly uncertain and changing business environment, the typical way of planning a business is not particularly useful in different organizations worldwide. The current literature explores the concept of strategic Agility based on the idea of flexible planning and implementation and can pivot direction at the time of crises. Three main theories underpinning these concepts are contingency-based theory, resource-based theory, and Dynamic capability theory. These theories have one common point of view: enterprises' ability to cope with unexpected changes, survive unprecedented threats from the business environment, and take advantage of changes as opportunities. The literature has identified various variables that impact the adoption of strategic Agility in the organization, including strategic sensitivity, Resource fluidity, and Leadership unity. Some studies in the literature have found these variables as dimensions of strategic Agility. Further, the literature discussed how competitiveness could be achieved through strategic Agility at times of crisis, particularly in SMEs, which are highly prone to external problems due to limited resources and budgets.
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