Bibliometric Analysis of Strategic Agility Using Word Co-occurrence Analysis

Objective Strategic agility, as one of the key concepts in strategic management, has attracted the attention of many researchers and managers. However, the concept remains controversial and is considered non-intuitive and intangible by some scholars. Therefore, a deeper understanding of strategic agility is of great interest to academics and executives, as several gaps in the existing literature are apparent. This article is to provide a structured understanding of the field of strategy agility so that researchers and managers can fill in the generalities of this field with a brief look at the designed knowledge map. Methodology In this article, we used a bibliometric method, i.e. co-occurrence analysis of words, to discover the most important subfields of strategic agility from the perspective of scientific articles published in this field. This method allowed us to identify important and effective topics and patterns in this field by analyzing the relationships between the keywords used in the articles. The obtained sub-areas were analyzed using the strategic diagram method, and the position of each is determined from the two perspectives of scientific development and applicability. Therefore, we could assess the strengths, weaknesses, opportunities, and threats, as well as the current and emerging challenges and solutions in this field. Findings In total, six different sub-areas were identified, and categorized under the headings of strategic agility dimensions, technological and managerial innovation, supply chain management, company performance evaluation, uncertain nature of strategies, and dynamic impact on organizational agility. These subareas were evaluated and compared according to different criteria such as density (criteria for measuring scientific development) and centrality (criteria for measuring applicability). The results revealed that the various subfields differ in terms of scientific development and applicability, with some offering greater advantages than others. For this reason, we offer suggestions for the improvement and development of each of the subareas. The dimensions of strategic agility are higher than other fields both from the perspective of scientific development and applicability. It can be considered that this area acts as a driving engine that pulls other areas along with it. In addition, the non-deterministic nature of the strategies in this field, as well as the evaluation of the companies' performance from the perspective of agility, despite the appropriate scientific development, have not found an acceptable application in other fields. These two areas are expected to receive more focus from the perspective of applicability. Technological and management innovations, on the other hand, should be viewed more from the perspective of internal development rather than applicability. In the meantime, supply chain management has not received much attention and is in the emerging stage, but it is expected to attract more focus from researchers in the coming years. Conclusion The field of strategic agility still offers significant potential for both scientific and practical development. To fill this gap, it is necessary to fill the existing gaps by combining the areas obtained. The conducted analyses can help researchers identify research gaps to define newer issues in the field of strategic agility and fill current research gaps.