The concept of increasing corporate wealth is now vanishing against the broader concept of organizational success (Ali, Rehman, Ali, Yousaf & Zia, 2010). Today the most important matter for corporations is sustainable growth, especially in this era of economic downturn in most countries of the world. Recent research on corporate social responsibility (CSR) has stressed that corporations must assign substantial part of their resources for the welfare of their employees, which are considered as most important assets of an organisation (Jun & Seng, 2016). Researchers are advocating that corporation should consider the amount spent on CSR as an investment rather than expenses. The corporations have also realized the multifaceted benefits of CSR and are paying greater attention to incorporate it in all spheres of business strategies. Corporations are using CSR to strengthen their relationships with different stakeholders including customers, investors, government, suppliers, and employees. These strengthened relationships ensure corporations minimum conflicts with stakeholders and maximum loyalty from all stakeholders (Aminudin, 2013). Most previous research on CSR centers on financial performance, consumer behaviour and their effects on environment (

The study examines the influence of strategic agility on small and medium enterprises’ (SMEs) performance with specific reference to SMEs operating in Osogbo metropolis, Osun State. Purposive sampling technique was employed to select SMEs engaging in manufacturing, trading, and service and agro-allied in Osogbo metropolis, Osun State, Nigeria, while snowball sampling technique was used to select 50 operators/managers each from the four sub-sectors totaling 200 respondents. A structured questionnaire was used to solicit information from the respondents. Data analysis was performed with the aid of Mean, Chi-Square, Pearson Correlation, and Ordinary Least Square method of estimation. The result reveals that strategic sensitivity, strategic response, leadership unit and resource fluidity independently have a significant influence on SMEs’ performance. Consequently, the study recommends that SME operators should have to increase their interest in all strategic agility dimensions due to their great role in achieving organizational performance excellence in the midst of a cut-throat competitive environment. Also, employees should be encouraged to participate in the strategic planning process and be creative.