Oil and gas service sector is one of the major sectors of the oil and gas industry that contributes to and enhances economic functions across the globe. This industry in Nigeria was plagued with problems of unstable global oil prices, absence of entrepreneurial mindset, poor entrepreneurship ideas and mis-match of entrepreneurial orientation strategies with local and international business environmental conditions. Due to these problems, the oil and gas service firms recorded declining market performance and profitability. This study therefore examined the effect of entrepreneurial orientation components on overall performance. The study adopted cross-sectional survey research design with a target population of 14,038 owners and managers of oil and gas service companies operating in Nigeria. A mixed sampling technique was adopted to select the sample size of 576 using the Cochran (1997) formula. The data was analyzed using descriptive statistics and multiple and hierarchical regression methods of analyses. Findings revealed that entrepreneurial orientation components (proactiveness, innovativeness, risk taking propensity, autonomy and competitive aggressiveness) had significant effect on market performance (Adj.R2 = .538, F-stat = 92.142, p<0.05). Entrepreneurial orientation components significantly affected profitability (Adj. R2 = .626, F-stat = 76.584, p<0.05); while external environment significantly moderated the relationship between entrepreneurial orientation and firm performance (Δ Adj.R2 = .593, ΔF = 25.451; F-stat = 47.215, p<0.05) all at 5% level of significance. Implications of the findings and recommendations were made.

Literature has shown that university institutions cannot survive global pandemic shock-like COVID-19 as well as achieve sound outcomes without putting in place an agile or flexible organizational structure. However, most university institutions in Nigeria especially public university institutions recorded poor outcomes in terms of marketing, customer/student satisfaction and operations management. The purpose of this paper was to establish how agile or flexible organizational structure enhances the link between strategic agility and university institutional outcomes. Considering past empirical studies reviewed, the study proposed that strategic agility has a positive influence on organizational outcomes in institutions of higher education; and that flexible or agile organizational structure has a positive mediating influence on the relationship between strategic agility and organizational outcomes. A conceptual model to guide the further investigation in future studies was developed depicting the interaction between strategic agility and organizational outcomes with flexible organizational structure as a mediator. The paper concluded that agile or flexible organizational structure enhances strategic agility and sound outcomes of university institutions. The study recommended that these institutions must be able to think strategically with an agile mindset, understand mistakes, learn lessons quickly, and continuously adjust and readjust their strategic direction in order to develop innovative ways to create value. They must also empower their academic and non-academic staff teams on dynamic and modern marketing approaches to manage unexpected events to enhance marketing performance, student satisfaction and sound operations management.

Scholars in strategic management argued that strategic agility measures do enhance firm performance and mitigate environmental turbulence risks. This study therefore examined the moderating effect of environmental turbulence on the relationship between strategic agility and performance of oil and gas marketing companies in Lagos State, Nigeria. Population of the study was 515 managers of major oil and gas marketing companies in Lagos State. Cross-sectional survey research design was adopted with total enumeration. The research instrument was found reliable and valid with Cronbach’s alpha and KMO greater than 0.7 and 0.5 respectively. The data was analyzed using descriptive statistics, Pearson correlation, and multiple and hierarchical regression methods of analyses. Findings revealed that among oil and gas marketing companies in Lagos State, Nigeria, there was positive and significant relationship between strategic agility and performance; strategic agility had positive and significant effect on performance while environmental turbulence significantly moderated the relationship between strategic agility and performance. The study concluded that strategic agility affected and related with firm performance and also environmental turbulence moderated the relationship between strategic agility and performance of oil and gas marketing companies in Lagos State, Nigeria. Therefore, it is recommended that oil and gas marketing companies in Nigeria should fully and dynamically embrace strategic agility practices and continuously develop their capabilities for proper and timely sensing of and responding to changes in their business environment in order to improve their performance over their competitors. Limitations of the study and areas for future research were highlighted.

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