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This study examines the relationship between organisational agility and performance to determine how agility can improve performance. It will also emphasise organisational agility as a key driver of company performance. In keeping with the previous statement, an integrative review was undertaken using Scopus, EBSCO, and ABI Inform. We also used free web searches to find resources on Science Direct, SABINET, Bing, and Google Scholar for this investigation. This study shows that aligning procedures with agility adoption can boost company performance. Well-planned and implemented agility initiatives improve company processes and efforts. Thus, organisational management can use agility to adapt to the changing business environment when correctly planned and performed. The report offers practical advice on how companies might adopt agility.

Purpose of this research is to examine the relationship between organizational agility (OA) and the Environmental, Social, and Governance (ESG) performance of firms. Specifically, it seeks to understand the organizational agility and agility in various industries of Pakistani firms including some control variables e.g. firm size, firm age, industry and city. Data is collected from 300 firms of Pakistan and the respondents are middle and senior managers. R studio is used to analyze data (version 4.5.2). The analysis techniques include; descriptive statistical, correlation, reliability, validity, Common Method Variance (CMV), Structural Equation modeling (SEM) and regression (including control variables). Data is collected from the industries of IT, Manufacturing, Textiles, Electronics, and Automobile, in eight cities of Pakistan. Results show that there exists a positive relationship between organizational agility and firm ESG Performance. This study contributes to the literature by the importance of organizational agility as a dynamic capability in achieving ESG goals, providing new directions for future research and practical recommendations for policymakers and industry leaders.

Purpose of this research is to examine the relationship between organizational agility (OA) and the Environmental, Social, and Governance (ESG) performance of firms. Specifically, it seeks to understand the organizational agility and agility in various industries of Pakistani firms including some control variables e.g. firm size, firm age, industry and city. Data is collected from 300 firms of Pakistan and the respondents are middle and senior managers. R studio is used to analyze data (version 4.5.2). The analysis techniques include; descriptive statistical, correlation, reliability, validity, Common Method Variance (CMV), Structural Equation modeling (SEM) and regression (including control variables). Data is collected from the industries of IT, Manufacturing, Textiles, Electronics, and Automobile, in eight cities of Pakistan. Results show that there exists a positive relationship between organizational agility and firm ESG Performance. This study contributes to the literature by the importance of organizational agility as a dynamic capability in achieving ESG goals, providing new directions for future research and practical recommendations for policymakers and industry leaders.

This study examines the relationship between organisational agility and performance to determine how agility can improve performance. It will also emphasise organisational agility as a key driver of company performance. In keeping with the previous statement, an integrative review was undertaken using Scopus, EBSCO, and ABI Inform. We also used free web searches to find resources on Science Direct, SABINET, Bing, and Google Scholar for this investigation. This study shows that aligning procedures with agility adoption can boost company performance. Well-planned and implemented agility initiatives improve company processes and efforts. Thus, organisational management can use agility to adapt to the changing business environment when correctly planned and performed. The report offers practical advice on how companies might adopt agility.