In this study, the business agility framework is assessed for potential success as a business leadership theory away from its roots in the field of software development. The framework or approach (as its proponents insist on calling it) has organically evolved into a business leadership model being deployed across the board as a business management strategy. To assess the framework’s potential in strategic business leadership, the variable-modulation and variable-alignment model is proposed and used. The study finds that fewer variables of the approach succeed at direct modulation and alignment as it moves from sector to sector. The study discusses this tendency, offering explanations and recommendations.
Tumelo, C., & Palanivel, R. V. (2026). Business Agility, What Next? – A Theoretical Appraisal. In D. Saha, M. K. Das, S. Sahadev, R. Mazumder, & S. Mukherjee (Eds.), Perspectives in Agile Sustainable Practices and Business Value (pp. 140–150). Oxon, New York: Routledge.