Abstract
Organizational agility has become a critical capability in increasingly turbulent and technologydriven
environments, yet its conceptualization remains fragmented across domains. This paper
synthesizes literature from manufacturing, information systems, and strategic management to
clarify definitional ambiguities and reconcile competing perspectives that frame agility as either
a dynamic capability or an organizational capacity. Building on dynamic capabilities,
contingency theory, and the resource-based view, the study advances an integrative
conceptualization of agility as a composite, firm-level capacity emerging from sensing, seizing,
and reconfiguring capabilities. The paper establishes a structured foundation for future empirical
validation and operationalization, particularly within the Canadian context.