Organizational Agility During Crisis: Do Employees’ Perceptions of Public Sector Organizations’ Strategic Agility Foster Employees’ Work Engagement and Well-being?

The purpose of this paper is to examine the mediating role a public sector organization’s perceived strategic agility in relation employee outcomes times crisis. While need for organizational acknowledged as boosting performance, its value and application employees are unknown, especially during crisis context. We use survey-based quantitative methodology capture employees’ perceptions (n = 5469) organizations COVID-19 identify impact on work engagement well-being. Data analysed using structural equation modelling approach. Our results suggest that an has positive significant effect thus Organizational learning, leadership, aim clarity factors positively contribute organizations’ agility. By examining moderating agility, we add job demands-resources (JD-R) theory by showing serves resource needed conclude if supported leaders who sense change, make timely decisions, act agile way, they will experience higher crisis, contributing their well-being performance. This contributes understanding discusses theoretical practical implications avenues future research.