` Africa International Journal of Management Education and Governance (AIJMEG) 2(3): 73-79 (ISSN: 2518 -0827) International Journal of Management, Education and Governance © Oasis International Consulting Journals, 2017 (ISSN: 2518-0827) www.oasiseduconsulting.com RELATIONSHIP BETWEEN STRATEGIC AGILITY AND ORGANIZATION PERFORMANCE 1 Ogolla Judith Atieno, 1 Dr. Thomas A. Senaji 1 School of Business and Economics, Kenya Methodist University, Nairobi Kenya Received on 8 th August, 2017 Received in Revised Form on 14 th September, 2017 Accepted on 4 th Oct. 2017 Abstract Strategic decision-making theories suggest that organizations that pool strategic Agility and its constructs are likely to perform better than those that emphasize on traditional strategic planning. To assess whether these arguments apply to the public sector; This study explores the Strategic agility construct and their influence on performance through organizations perceived service effectiveness, efficiency and equity of State corporations in Kenya; hence the main objective of this study is to explore the relationship between strategic agility and performance of organizations (considering the components of both concepts and contextual variables). The population of the study included top managers and senior staffs working at the state corporations in Kenya. Results showed a significant positive correlation between strategic agility and organizational performance. All components of organizational performance had a positive significant relationship with Strategic agility. The relationship between the individual components of strategic agility and organizational performance is positive and significant. Variables of Age, work experience, and organizational position, had a positive significant relationship with the strategic agility of the organization, while about sex and educational level, no significant relationship found. The study recommend that strategic sensitivity (It is about an organization’s ability to move all personnel up the strategic agility spectrum from ‘Individual totally unaware to the potential changes that might impact the company’ to perceiving it and be prepared to do something about it’must be considered. Key Words: Strategic Agility, Organization performance 1. Introduction Regional and global organizations are now focusing on developing practice of strategic agility to improve performance and be competitiveness since they are faced with uncertain and volatile environments. The grip of an organizational strategic agility calls for mechanisms of linking, disruptive systems thinking (where top and senior managers look beyond current corporate models) and envision new ways of creating competitive advantage, Ade Oyedijo, (2012). This also inspires frontline managers to adopt innovative outlook (known as disruptive systems thinking), which makes companies become in an ideal world positioned to spot and capitalize on emerging trends. Nurturing such mindset requires prudence, broad perspective, and understanding of system interdependencies. Managers need to develop such aptitudes to create organizations, streamline processes, and redeploy resources in jointly reinforcing ways, (Caldwell et al., 2012). Most State Corporation can improve their performance make their business by continuously introducing new, innovative products. In the current global, turbulent market environments these organizations