Environmental Turbulence and the Imperatives of Strategic Flexibility in the Post Covid-19 Era

Authors

  • Chidiebere Victor Adim
  • Akaninyene Okon Unaam

Keywords:

Strategic Flexibility, Environmental Turbulence, COVID-19

Abstract

Firms need to cope with dynamically evolving environments. Global crises, competitive pressure, changing customer demands, or new technological developments frequently shake established markets. Ambiguity, dynamism, complexity, and uncertainty are characteristic features in such situations. The COVID-19 outbreak has disrupted the functioning and even survival of businesses around the world. This outbreak and spread of covid-19 disease led to rapid shutdowns in cities and states across the country, which greatly affect the most industry. Nevertheless, firms strive to survive and over time they gain experience in coping with environmental change, either to enhance efficiency or to increase profitability. The firm’s ability to sense opportunities and threats, to make decisions on appropriate responses, and to reconfigure the firm’s resource and capability is critical to its survival.  Therefore, organizations need to be flexible and act more intelligently with their environment. Strategic flexibility is a very important capability that provides organizations with the ability to change their levels of production promptly, to develop new products and to respond speedily to competitive threats. This paper examined environmental turbulence and the imperatives of strategic flexibility in the COVID-19 era.  The paper is conceptual adopts a desk research methodology in reviewing extant literature. The study concludes that in the unpredictable and competitive world of organizations must have dynamic capabilities one of which is strategic flexibility to compete otherwise, they will move towards annihilation.

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Published

31-03-2022

How to Cite

Adim, C. V., & Unaam, A. O. (2022). Environmental Turbulence and the Imperatives of Strategic Flexibility in the Post Covid-19 Era. Nigerian Academy of Management Journal, 17(1), 201–207. Retrieved from http://namj.tamn-ng.org/index.php/home/article/view/178