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Strategic Agility and Organizational Performance, the Role of Talent Management: A Systematic Review

Authors

Hasina Akhtar Beg

School of Business and Management, Lincoln University College, 47301 Jalan Stadium, Petaling Jaya, Malaysia. (Malaysia)

Syed Ahmed Salman

School of Business and Management, Lincoln University College, 47301 Jalan Stadium, Petaling Jaya, Malaysia. (Malaysia)

Article Information

DOI: 10.47772/IJRISS.2026.100700034

Subject Category: Management

Volume/Issue: 10/7 | Page No: 447-463

Publication Timeline

Submitted: 2026-07-08

Accepted: 2026-07-13

Published: 2026-07-23

Abstract

Objective: Organizations today face challenges such as technological change, workforce shortages, rising customer expectations, and increasing competition, making strategic agility essential for sustaining competitiveness and improving organizational performance. This systematic review aims to synthesize existing evidence on the relationship between strategic agility and organizational performance. In particular, it examines the roles of talent management in strengthening organizational outcomes.
Methods: A comprehensive literature search was conducted in Scopus, given its extensive coverage of high-quality peer-reviewed journals in management and business research.Quantitative, qualitative,and theoretical studies examining the relationship between strategic agility and organizational performance, with talent management, employee engagement, and workforce agility as key drivers, were included. Data were systematically extracted, synthesized, and assessed for methodological quality.
Results: The findings suggest that talent management, employee engagement, and workforce agility strengthen the relationship between strategic agility and organizational performance. In addition, the descriptive analysis revealed considerable variation in geographical distribution, organizational contexts, and participant characteristics among the included studies. Most studies were conducted in small and large business organizations, whereas healthcare organizations were underrepresented despite their critical role in today's economy and service delivery. Accordingly, future research should place greater emphasis on healthcare organizations by employing larger and more representative samples, diverse methodological approaches, and longitudinal study designs.Overall, 13 studies met the inclusion criteria, with sample sizes ranging from 19 to 1,721 participants.
Conclusions: The evidence supports strategic agility in dynamic business environments. Interpreting talent management, employee engagement, and workforce agility and assessing their effectiveness enhances employee capabilities, motivation, and adaptability. To sustain long-term organizational success, the findings emphasize the importance of integrating strategic foresight and agility-based practices.

Keywords

Strategic agility,RBV, employee engagement, talent management, organization performance.

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