Organizational agility capabilities and sustainable competitive advantage in private multi-Practice hospitals in Kenya

Abstract

This study’s purpose was to explore the relationship between organizational agility and sustained competitive advantage among Kenyan Private Multi-Practice Hospitals (PMPHs). The study was driven by positivism philosophy and used a descriptive correlational research design. The target population included 690 managers from 46 private level 5 hospitals in Kenya from which a sample of 253 managers was obtained using stratified simple random sampling technique. To gather data, a standardized questionnaire was administered. The collected data were analysed using descriptive statistics (means, percentages, frequencies and standard deviations) and structural equation modelling. The findings from the study established that organizational agility of the PMPHs in Kenya had a significant positive effect on their sustained competitive advantage (β= 0.556, CR = 5.158, p <0.05). There are implications from the study findings for Kenya's private hospital administration to enhance the organizational agility capabilities of their hospitals such as sensing capabilities, leveraging capabilities and reconfiguration capabilities, as an avenue to effectively, and efficiently respond to the complex and dynamic external environment.