Strategic Flexibility and Organizational Innovativeness of Deposit Money Banks in Rivers State

Abstract

This paper addressed the relationship between strategic flexibility and organizational innovativeness of tier 1 banks in Rivers State. The objectives of the study were to ascertain the role of three dimensions of strategic flexibility (resource orientation, robustness and agility) in the actualization of organizational innovativeness in the deposit money banks of interest. 5 banks were captured as the population of the study with 38 managers serving as units of measurement in the study. Primary data was generated using the structured questionnaire from the specified units of measurement with instruments assessed for reliability using the Cronbach alpha coefficient. Results demonstrated all instruments to be highly reliable. The Spearman’s rank order correlation coefficient was utilized in the test for the hypotheses of the study with results demonstrating significant and positive relationships between the three dimensions of strategic flexibility and organizational innovativeness. Evidence based on the scatter diagram also demonstrated that strategic flexibility accounted for approximately 58% changes in the organizational innovativeness of the deposit money banks in Rivers State. It was concluded that dimensions of strategic flexibility such as resource orientation, robustness and agility, all play significant roles in shaping the organization's operations and functionality within its context; such that contributes significantly towards enhancing outcomes of organizational innovativeness.

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