Strategic Agility and Organizational Performance in Post-Pandemic SMEs: Evidence from Fujian

The COVID-19 pandemic has disrupted global business operations, posing unprecedented challenges for small and medium-sized enterprises (SMEs). In response, strategic agility the ability of organizations to sense environmental changes, make rapid strategic decisions, and reconfigure resources has emerged as a critical capability for sustaining performance. This study investigates the effect of strategic agility on organizational performance among SMEs in Fujian Province, China, in the post-pandemic context. Using a quantitative survey design, data were collected from 312 SME managers and analyzed through partial least squares structural equation modeling (PLS-SEM). The findings reveal that all three dimensions of strategic agility strategic sensitivity, leadership unity, and resource fluidity positively and significantly influence organizational performance. Among these, leadership unity demonstrated the strongest effect. The results underscore the importance of developing agile managerial capabilities to enhance competitiveness, resilience, and operational effectiveness in dynamic environments. This study contributes to the literature on dynamic capabilities and SME management, providing actionable insights for managers and policymakers seeking to foster post-pandemic recovery and sustainable growth.