Strategic Agility and Competitiveness of Large Fast Moving Consumer Goods Manufacturers in Nairobi County

Abstract

The purpose of this research was to establish how competitiveness of Fast Moving Consumer Goods (FMCG) Manufacturers in Nairobi City County is affected by strategic agility. The study's guiding theoretical propositions were supported by the dynamic capability theory and the business innovation theory. All 42 firms with responses were included in the census research. Data was collected by a questionnaire. According to the descriptive statistics carried out, the elements of strategic agility were represented by clarity of vision, core capacity, choice of strategic aims, sharing responsibility, and taking action. The dependent variable, competitiveness, was also examined in terms of product quality, delivery dependability, process reliability, and innovation levels. Statistical analysis confirmed that competitiveness is a good indicator of innovation levels. The researcher used a linear regression analysis to determine how much strategic agility affects a firm's ability to compete. Clearness of vision, center abilities, choice of vital targets, sharing liability, and making a move aspects of key nimbleness were found to positively and significantly predict firm competitiveness [R2 = 0.346, R2 adj = 0.25, F (5, 34), p 0.05] in the findings of an overall model of regression. 25% of the variation in the competitiveness of the firms was explained by this specific model. The ANOVA regression findings revealed a statistically significant and linear link between firm competitiveness and vision, center abilities, choice of vital targets, sharing liability, and making a move aspects of key nimbleness [F (7, 96), p 0.05]. Further investigation revealed a statistically significant relationship between strategic agility and firm competitiveness among Nairobi County's producers of fast-moving consumer products. According to the study's findings, in order to increase their competitiveness, the majority of FMCG firms in Kenya's Nairobi County must make sure that strategic agility is embraced. Among others, the study recommends that future studies may concentrate on the institutional and legal setting that might facilitate the adoption of strategic agility in Kenya.