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This research delves into the intricate relationship between organizational agility (OA) and the sustainability of Nigerian public sector organizations (PSOs), with a particular emphasis on the mediating role played by organizational learning (OL). Through a quantitative methodology, the study meticulously surveyed a sample of 306 employees drawn from various PSOs in Nigeria, employing structured questionnaires as the primary data collection tool. Leveraging Smart-PLS for data analysis, the findings uncovered a robust and positive correlation between OA and both OL and organizational sustainability (OS). Notably, the research substantiated the mediating influence of OL on the OA-OS nexus, underscoring the pivotal role of continuous learning in augmenting the long-term viability and resilience of PSOs in dynamic operational environments. This illuminates the critical interplay between agility, learning, and sustainability within the organizational fabric, highlighting the imperative of fostering a culture of adaptability and knowledge acquisition to fortify organizational resilience over time. The theoretical implications are manifold, contributing to the advancement of our comprehension of how OA shapes sustainability outcomes, with OL serving as a crucial intermediary mechanism. From a practical standpoint, the study underscores the importance of strategic investments in initiatives geared towards bolstering agility and nurturing a learning-centric ethos within PSOs, thereby facilitating sustained growth and adaptive capacity. Nonetheless, it is essential to acknowledge the inherent limitations of this research, including potential response bias inherent in survey-based methodologies and the applicability of findings beyond the specific context of Nigerian PSOs. Future research endeavors should aim to mitigate these limitations and further elucidate the nuanced dynamics of agility, learning, and sustainability across diverse organizational landscapes, thereby enriching our understanding of these pivotal facets of organizational functioning.
Abdullahi et al. (Mon,) studied this question.
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