Riding the Waves of Change: Strategic Agility and Performance Dynamics among NGOs in Mezam Division, Cameroon

Abstract

Non-Government Organizations (NGOs) in Mezam Division aim to address socio-economic and humanitarian challenges, especially in areas affected by conflict, poverty, and underdevelopment. However, many of these organizations struggle with sustainability, responsiveness to environmental changes, and consistent performance. This is largely due to limited resources, political instability, donor dependency, and rapidly changing community needs. In such a volatile and uncertain environment, the ability to adapt and respond swiftly, commonly referred to as strategic agility, becomes essential. To this end, the study examined the effects of strategic agility on NGO performance in Mezam. The study obtained data using a structured questionnaire. After constructing indices of flexibility, speed of decision-making, innovation capabilities, and NGO performance using Multiple Correspondence Analysis (MCA), the study used Ordinary Least Squares (OLS) estimation to test its hypotheses. Flexibility has a significant positive effect on NGO performance in the Mezam Division of the North West Region of Cameroon. Further results indicate a positive but insignificant effect of speed of decision-making on performance. In line with the third objective of the study, OLS results show that innovation capabilities significantly promote NGO performance in the Mezam Division of the North West Region of Cameroon at the 1% level of significance. From a policy perspective, it was recommended that NGOs should adopt flexible organizational structures that allow for quick realignment of resources and personnel to address emerging community needs. Empower field teams with decision-making autonomy to respond swiftly to local challenges without delays from hierarchical bottlenecks.