Influence of strategic agility on competitive advantage among the healthcare NGOS in Mandera County Kenya

Abstract

Strategic agility is critical for organizations operating in dynamic and unpredictable environments. The study examines the influence of strategic agility on the competitive advantage of healthcare non-governmental organizations (NGOs) in Mandera County, Kenya. The purpose of this study is to investigate how strategic agility impacts the competitive positioning of healthcare NGOs in this region. The specific objectives are to determine the effect of process flexibility on competitive advantage, to examine the effect of cost leadership on competitive advantage, to establish the effect of innovation on competitive advantage, and to determine the effect of service reliability on competitive advantage. This study is significant as it provides insights into how healthcare NGOs can leverage strategic agility to enhance service delivery and sustain their operations in a challenging environment. The study utilizes the Dynamic Capabilities Theory and the Resource-Based View to frame its analysis. A descriptive survey design is employed, targeting 70 key personnel from 10 healthcare NGOs in Mandera County, including NGO managers, program coordinators, and healthcare providers. A census sampling method is used, ensuring comprehensive coverage of the target population. Data will be collected using semi-structured questionnaires, piloted in a nearby county to ensure validity and reliability. Data analysis will involve both descriptive and inferential statistics, using SPSS software to determine the relationships between the variables. This study explores the influence of strategic agility on competitive advantage among healthcare NGOs in Mandera County, Kenya, focusing on flexibility, cost leadership, innovation, and service reliability. With a high response rate of 92.86%, the findings reveal several key insights. Flexibility, particularly through adaptable staffing and reconfigurable workflows, showed a moderate positive correlation with competitive advantage (r = 0.682), enhancing responsiveness to shifting healthcare demands. Cost leadership emerged as essential, with significant positive effects (B = 0.451, p < 0.002), underscoring the importance of cost-saving measures and competitive pricing in maintaining affordability and operational sustainability. Innovation was similarly impactful, with a strong positive correlation to competitive advantage (r = 0.759) and significant predictive value (B = 0.392, p < 0.013), highlighting the value of technological investments and creative problem-solving. Most notably, service reliability emerged as the strongest predictor, with a robust positive correlation (r = 0.814) and substantial impact on competitive advantage (B = 0.467, p < 0.001), underscoring the critical role of trust and client retention. The study concludes that healthcare NGOs can enhance their competitive edge by prioritizing service reliability, adopting cost-effective strategies, and fostering a culture of continuous innovation. Although flexibility showed slightly lower significance, it remains crucial in the dynamic healthcare landscape. Recommendations include promoting versatile staffing, rigorous cost management, strategic innovation investments, and quality assurance mechanisms to strengthen service reliability. Future research could investigate the long-term impact of these strategies on healthcare NGOs across diverse contexts, offering broader insights into sustaining competitive advantage in resource-constrained settings