THE MODERATING ROLE OF ORGANIZATIONAL AGILITY IN THE RELATIONSHIP BETWEEN PLANNING QUALITY AND PROJECT DELIVERY PERFORMANCE

Abstract

Project delivery performance remains one of the most widely examined yet insufficiently understood outcomes in project management research. While Planning Quality (PQ) has consistently been identified as a central driver of project success, the increasing volatility and uncertainty of modern project environments suggest that static planning alone is no longer adequate. This study investigates the moderating role of Organizational Agility (OA) in shaping the strength of the relationship between Planning Quality and Project Delivery Performance (PDP). A comprehensive quantitative study was conducted using data from 427 project professionals across ICT, construction, telecommunications, development, and public-sector organizations operating in environments characterized by increasing dynamism. Structural Equation Modeling (SEM) was applied to examine the direct effects of PQ and OA on PDP, as well as the interaction effects between these constructs. Results reveal that PQ significantly predicts PDP (β = 0.44, p < .001), and OA also has a positive direct effect (β = 0.31, p < .001). Most critically, OA significantly moderates the PQ–PDP relationship (β = 0.19, p < .01), indicating that planning is most powerful when embedded within agile organizational contexts. Under low agility, the effect of PQ on PDP diminishes substantially. These findings contribute to Contingency Theory and Dynamic Capabilities Theory by demonstrating that planning effectiveness is context-dependent and amplified through adaptive organizational capabilities. The study offers practical implications for executives, PMOs, and project leaders, advocating for the integration of formal planning structures with agile decision-making processes. Recommendations for future research include exploring digital agility, cross-level agility effects, and sectoral differences in moderating dynamics.