| 520 สาระสังเขป |
Strategic agility initiatives and knowledge management procedures have become a critical strategic challenge for attaining the necessary organizational performance in many developing nations. This study examined the mediating effects of knowledge management on the relationship between strategic agility and organisational performance in the upstream oil and gas industry of Nigeria. A survey research design and a purposive sampling technique were used. The instrument used was valid and reliable since the AVE > 0.5 and Cronbach Alpha>0.70 as well as composite reliabilityvalues that ranged from 0.803, 0.804 and 0.843. In the upstream oil and gas sector 40 companies were selected in Lagos State and three copies of the questionnaire were given to the finance managers, the oil exploration and production managers and the planning and budget managers of each firm, which summed up to 120 respondents. 112 copies of the questionnaire were duly completed and retrieved from the respondents, giving a response rate of 93.33%. For data analysis, Smart Partial Least Square (PLS) 3.0 was used via Structural Equation Modelling. Findings revealed that knowledge management has a significant effect on organisational performance and that knowledge managementhas no significant mediating effect on the effect between strategic agility and organisational performance while knowledge management and strategic agility showed a significant effect on organisational performance. Finding also established that knowledge management has no mediating effect on the relationship between strategic agility and organisational performance of upstream oil and gas companies in Lagos State, Nigeria. The study recommended that managers of upstream oil and gas companies should endeavour to embrace strategic agility and knowledge managementto achieve greater business performance. Limitations of the study were highlighted and areas for further research were outlined. |