This study’s purpose was to explore the relationship between organizational agility and sustained competitive advantage among Kenyan Private Multi-Practice Hospitals (PMPHs). The study was driven by positivism philosophy and used a descriptive correlational research design. The target population included 690 managers from 46 private level 5 hospitals in Kenya from which a sample of 253 managers was obtained using stratified simple random sampling technique. To gather data, a standardized questionnaire was administered. The collected data were analysed using descriptive statistics (means, percentages, frequencies and standard deviations) and structural equation modelling. The findings from the study established that organizational agility of the PMPHs in Kenya had a significant positive effect on their sustained competitive advantage (β= 0.556, CR = 5.158, p <0.05). There are implications from the study findings for Kenya's private hospital administration to enhance the organizational agility capabilities of their hospitals such as sensing capabilities, leveraging capabilities and reconfiguration capabilities, as an avenue to effectively, and efficiently respond to the complex and dynamic external environment.

The global business ecosystem continues to be dogged with volatility and organizations are struggling to overcome the heightened competition due to inability to match up to the increasing demands. However, the articulation of the unique capabilities necessary for creation of superior value for customers and a prerequisite for the achievement of sustainable competitive advantage (SCA) continue to be unsettled. It is against this puzzle that this study aimed to establish the sources of SCA in a dynamic and turbulent business environment. The specific objectives that guided the study were to establish the influence of superior strategic capabilities that included knowledge management, organizational innovation, social capital integration and organizational agility, on SCA. The study was underpinned on the resource-based view, and dynamic capabilities. The study was a theoretical review that critically analysed past theoretical and empirical literature on the subject. Though the extant literature was mixed, the study concluded that knowledge management capabilities, organizational innovation capabilities, social capital integration capabilities and organizational agility capabilities are essentially instrumental towards sustainable competitive advantage. The study recommends that top management team in organizations should continually nurture knowledge management capabilities such as knowledge acquisition, knowledge codification, and knowledge utilization so as to enhance value creation. In addition, senior management should continually support acquisition and development of new resources, and create structures that enhance partnership and interaction between employees within and across departments.

The purpose of this study was to establish the influence of organizational innovation capabilities on sustainable competitive advantage among private hospitals in Kenya. Positivism research philosophy guided the study and a descriptive correlational research design was used. The study population consisted of 690 managers from the 46 level 5 private hospitals across Kenya. Stratified simple random sampling technique was used to select a sample size of 253 managers from the population. A structured questionnaire was applied to collect data. The study used structural equation modelling for analysing the data. The study findings established that organizational innovation capabilities had significant positive effect on Sustainable Competitive Advantage (SCA) among the private hospitals in Kenya (β= 0.617, CR=3.904, p < 0.05). The study has practical implications for top management in private hospitals in Kenya to continually support acquisition and development of new resources. Management should also make required investment in Research and Development (R&D) activities to provide improved services to clients, and always encourage creativity amongst the employees and other stakeholders in order to improve on their organization offerings and appeal.