How Strategic Agility Translates Into Organizational Performance: The Roles of Organizational Resilience and Business Model Innovation

ABSTRACT Drawing on the dynamic capabilities framework, this study addresses whether strategic agility directly influences organizational performance or operates through underlying mechanisms. We propose and test a dual‐path model in which strategic agility affects performance through organizational resilience and business model innovation. Data from 241 firms in Metropolitan Lima, Peru, were analyzed using PLS‐SEM. Results show that the effect of strategic agility on performance is primarily indirect, operating through both pathways rather than through direct effects. This finding refines the dynamic capabilities perspective by indicating that the performance effects of higher‐order capabilities may be realized indirectly through the organizational mechanisms they enable, positioning strategic agility as an enabling capability. Contrary to dominant expectations, environmental dynamism does not moderate the relationships between strategic agility, organizational resilience, business model innovation, and organizational performance, suggesting that the value of dynamic capabilities may reflect offsetting forces or operate consistently across varying levels of environmental dynamism.