Abstract
This study examines the role of organizational and strategic agility in enhancing the performance and resilience of small and medium-sized enterprises (SMEs) operating in crisis contexts. In increasingly volatile and uncertain environments, SMEs face significant constraints and heightened vulnerability to external shocks, making agility a critical capability for survival and competitiveness. Despite growing interest, the literature on organizational agility remains conceptually fragmented, with overlapping constructs such as agile organization, agility capabilities, and dynamic capabilities.
To address this gap, this research conducts a systematic literature review based on a structured search across three major academic databases, resulting in a final sample of 75 peer-reviewed articles. Using qualitative content analysis, the study identifies four core components of organizational agility: drivers, enablers, capabilities, and dimensions. These elements are integrated into a comprehensive conceptual framework that explains how SMEs develop and deploy agility in response to crisis-induced disruptions.
Grounded in the dynamic capabilities perspective, the findings highlight how SMEs sense environmental changes, seize opportunities, and reconfigure resources under conditions of uncertainty. The study contributes to theory by clarifying key agility constructs and offers practical insights for managers seeking to strengthen resilience and sustain performance during crises.