KNOWLEDGE MANAGEMENT CAPABILITY AND STRATEGIC AGILITY IN CHANGING BUSINESS ENVIRONMENTS

Abstract

Background: Service providers often possess abundant information but cannot convert it into shared interpretation, timely resource reallocation, and coordinated action. Aim: This topic-specific assessment explains how the relationship between the focal practices and strategic agility operates in service providers facing rapid changes in customer demand, regulation, technology, supply conditions, and competitive boundaries. Method: A conceptual narrative synthesis draws on selected scholarly and institutional publications. The discussion is organized around mechanisms, boundary conditions, and practical implications. Results: The synthesis identifies six linked mechanisms: knowledge acquisition, shared interpretation, organizational memory, rapid decision routines, resource fluidity, experimentation and feedback. The analysis indicates that outcomes depend less on nominal adoption than on execution quality, governance, learning, and fit with local capacity. Conclusion: Decision makers should define the expected outcome, assign responsibility, establish a small set of auditable indicators, and revise the intervention when documented findings contradicts its assumptions. Contribution: The synthesis provides a conditional framework without claiming primary data that were not collected.