The Impact of Organizational Agility on the Sustainable Development of the Organization in the Context of Economy 5.0

Abstract

The aim of this article is to identify key factors shaping organizational agility as a determinant of the sustainable development of an organization in the conditions of Economy 5.0. The research used the survey method conducted in 2024 on a sample of 312 respondents. It analyzed the impact of decision-making processes, identification with the goals of the organization, tolerance of rapid changes, internal communication, internal motivation and implementation of the idea of work–life balance. Based on the results, an original mathematical model was constructed presenting the relationships between the analyzed variables. The research results confirmed a significant relationship between the level of organizational agility and the ability of the organization to implement the sustainable development strategy. It was identified that factors such as quick and accurate decision-making, strong identification of employees with the goals of the organization and efficient communication have the greatest impact on strengthening this ability. The limitation of the research was the homogeneity of the sample and the inability to fully take into account variables related to the industry and cultural context. The research highlights that enhancing organizational agility is crucial for achieving sustainable development and building lasting competitive advantage in the dynamic context of the Economy 5.0.

1. Introduction

Modern organizations operate in turbulent market conditions. In the conditions of Economy 5.0, which emphasizes the integration of technology with the needs of man and the environment, the ability of organizations to flexibly adapt to changing conditions and implement development strategies that take into account economic, social and environmental balance, takes on integral importance. The subject of sustainable development and organizational agility is therefore becoming current and strategically important for ensuring the durability and competitiveness of economic entities.

The literature increasingly emphasizes that achieving sustainable development goals in the context of Economy 5.0 requires implementing technological innovations. It is also important to build internal organizational competencies such as quick decision-making, tolerance of rapid changes, efficient internal communication and development of internal employee motivation. Analysis and understanding of the interrelationships between these factors and the ability of organizations to implement sustainable development strategies can be considered a significant research gap.

The aim of the article is to determine the key factors shaping organizational agility as a determinant of sustainable development in the context of the Economy 5.0 and to propose an original model illustrating these relationships, which offers an integrated approach useful both in scientific research and in practical management, helping organizations strengthen their capacity for flexible, responsible, and sustainable growth in dynamically changing conditions. The empirical part presents the results of quantitative and qualitative research conducted on a sample of 312 respondents. Then, on their basis, an original mathematical model was constructed illustrating the relationships between the analyzed variables. The added value of the article is to provide an integrated approach to the relationships between organizational agility and sustainable development in the context of the Economy 5.0, as well as to propose a research tool that can be used both in further scientific research and in the practice of managing organizations. The original model indicates specific areas of action that can directly contribute to strengthening the organization’s ability to develop flexibly, responsibly and sustainably in conditions of growing uncertainty and pressure to implement the principles of sustainable development.

Economy 5.0 represents a new paradigm of socio-economic development, where the sustainable integration of technological innovation with social and environmental needs plays a key role. Unlike earlier concepts such as Economy 4.0, which focused on automation and process digitization, Economy 5.0 emphasizes human-centricity, social responsibility, and the integration of technology with societal values. In this context, organizations must not only use technology to increase efficiency but also take into account the broader environmental and social dimensions of their activities. The new economic reality creates both opportunities and challenges. Expectations are emerging for innovative business models based on values, transparency, and responsibility. The necessity to respond quickly to changing market conditions, increasing regulatory pressure, and the need to build lasting relationships with stakeholders make an in-depth analysis of the factors determining sustainable organizational development in the conditions of Economy 5.0 essential for understanding contemporary mechanisms of competitiveness. This unique combination of technology, humanity, and the environment forms the foundation for redefining strategic organizational goals and necessitates the development of new adaptive capabilities, among which organizational agility gains particular importance.

Organizational agility, sustainable development of organizations, and Economy 5.0 constitute the key concepts of the present study. In order to ensure terminological consistency and solidify the theoretical foundations, each of these concepts has been subjected to an original conceptualization. Organizational agility is understood as the ability of an organization to flexibly and rapidly adapt to dynamic environmental changes through effective decision-making processes, efficient communication, high internal motivation, and the capacity to build a shared identity and acceptance of change. In the context of this study, organizational agility is perceived not only as a reaction to change but also as a proactive attitude enabling the organization to seize emerging opportunities and minimize risks from a strategic perspective.

The sustainable development of an organization is defined as the pursuit of long-term economic goals while simultaneously respecting social and environmental dimensions. Particular emphasis is placed on the integration of economic objectives with social and environmental responsibility, which translates into building a lasting competitive advantage and organizational resilience. Unlike traditional approaches focused solely on profit maximization, the approach adopted in this study highlights the holistic nature of development and the importance of dialog with all stakeholders.

The concept of Economy 5.0 refers to a new economic paradigm in which technological innovations serve not only to increase efficiency but above all to improve human quality of life and protect the environment. In contrast to the Industry 4.0 concept, which focuses on automation and digitization of processes, Economy 5.0 emphasizes the need to humanize technology and create value in social and environmental dimensions. In this perspective, organizations operating under the conditions of Economy 5.0 must not only develop technological competencies but also strengthen adaptive capacities, social responsibility, and commitment to the implementation of sustainable development goals. The integration of these three concepts into a coherent theoretical framework forms the basis of the proposed research model, in which organizational agility is recognized as a crucial factor determining an organization’s ability to implement sustainable development strategies in the context of the transformations brought about by Economy 5.0. This approach allows for the explanation of the relationships between the analyzed variables and for the identification of specific areas of action that support the development of flexible, innovative, and socially responsible organizations.

2. Literature Reviews

2.1. The Idea of Sustainable Development of the Organization

The existing body of research on organizational agility and the sustainable development of organizations reveals considerable diversity in theoretical approaches and a lack of clear conceptualization of these issues within the context of Economy 5.0. Two main research streams can be identified in the literature: the first focuses on internal factors shaping organizational agility, while the second addresses external factors arising from environmental changes.

In the area of internal factors, emphasis is most often placed on the importance of decision-making effectiveness, the ability to react quickly to changes, effective internal communication, and employee motivation. It is indicated that organizational flexibility is primarily based on internal capabilities that enable adaptation and the implementation of innovations. At the same time, it is underlined that dynamic capabilities alone are not sufficient unless the organization simultaneously develops an organizational culture that fosters openness to change and continuous improvement. Discrepancies are observed in the literature regarding the significance of specific internal determinants, as well as the lack of clear models that would allow for their empirical verification across different sectors and organizational contexts.

The stream analyzing external factors highlights the impact of dynamic technological changes, increasing social pressure for environmental responsibility, and the necessity of adapting to new paradigms of Economy 5.0. The importance of humanizing technology and integrating economic objectives with social and environmental goals is emphasized. Attention is drawn to the challenges faced by organizations related to digitalization, process automation, and growing environmental uncertainty. Despite the cognitive value of many of these conceptualizations, numerous approaches remain at the level of theoretical reflection and do not provide practical tools for assessing the impact of the environment on the level of organizational agility.

The literature reveals the absence of a coherent approach integrating both dimensions—internal and external—which hampers the development of comprehensive models that would enable the practical application of the concept of organizational agility in the context of sustainable development. Existing studies most often focus on selected aspects, failing to take into account the full spectrum of challenges arising from the functioning of organizations in the realities of Economy 5.0. The research model proposed in this study constitutes an attempt to address this gap by integrating key determinants of organizational agility with external conditions resulting from digitalization, sustainability pressures, and dynamic social transformations.

The concept of sustainable development of an organization is based on the assumption that business activity should be conducted in such a way as to balance economic, social, and environmental goals (both in the short and long term) [1]. This idea assumes a departure from traditionally understood economic growth, based solely on maximizing profits, in favor of a development model that takes into account the interests of a wide range of stakeholders (including employees, local communities, customers, suppliers, and future generations) [2].

Sustainable development of an organization requires that the economic activities undertaken do not lead to degradation of the natural environment, excessive consumption of resources or deepening social inequalities [3]. Organizations striving for sustainable development integrate the principles of social and ecological responsibility with their business strategy. They treat these aspects as an integral part of their functioning [4]. Such a way of thinking requires a long-term approach to planning and management. In this aspect, the success of an organization should not be measured only by financial results, but also by the impact on the social and environmental environment [5]. Implementing the idea of sustainable development in organizations requires transforming business models, implementing innovations, and developing organizational cultures. They promote responsibility, transparency, and dialog with all stakeholders [6]. The key role here is played by leadership focused on values and the ability of the organization to continuously learn and adapt in the changing economic, technological and social environment [7].

Implementing the principles of sustainable development in organizational practice requires taking into account aspects such as environmental protection, social justice, business ethics, human capital development and responsible resource management in strategic decisions [8]. Organizations that take up the challenge of sustainable development often implement strategies based on the UN Sustainable Development Goals (SDGs). They engage in CSR activities, invest in green technologies, and promote diversity and equality in the workplace. They build transparent relationships with partners and local communities [9]. Adopting the idea of sustainable development brings numerous benefits to organizations. These include improved reputation, increased customer loyalty, higher employee engagement, greater risk resistance and the possibility of long-term value creation [10]. In the conditions of Economy 5.0, which emphasizes the integration of technology with social and environmental needs, sustainable development becomes a strategic necessity [11]. Organizations that can effectively combine business goals with social and environmental responsibility increase their competitiveness and build a sustainable advantage in dynamically changing business markets [12].

The literature increasingly emphasizes that achieving sustainable development goals in the context of Economy 5.0 requires the implementation of technological innovations (Li & Kim, 2024; Ciucu-Durnoi et al., 2024; Ghobakhloo et al., 2024) [13,14,15]. It is also essential to build internal organizational competencies such as quick decision-making (Teece et al., 1997; Doz & Kosonen, 2008) [16,17], tolerance of rapid changes (Aaman et al., 2024) [18], efficient internal communication (Backman, 2023) [19], and the development of employees’ internal motivation (Ben-Hur & Kinley, 2016; Karanika-Murray et al., 2015) [20,21]. Analysis and understanding of the interrelationships between these factors and the ability of organizations to implement sustainable development strategies can be considered a significant research gap (Kocot, 2023; Özkan & Salepçioğlu, 2021) [22,23].

2.2. Organizations in the Changing Conditions of Economy 5.0

In the conditions of changes in Economy 5.0, organizations face new challenges. They require flexibility, but also a profound change in the way of thinking about one’s own role in the economy and society [24]. This era brings the need to integrate modern technologies with the needs of people and the environment. It shifts the emphasis from maximizing efficiency to creating value that takes into account the broader social and ecological context [13]. Organizations must learn to function in a reality in which the fastest and most innovative gain advantage, with those who can responsibly use their potential for the good of the wider community [14].

The changing economy forces a departure from established patterns of operation. Business models based solely on financial growth are proving insufficient in the face of growing social pressure, regulatory requirements and customer expectations. Customers are increasingly paying attention to how companies affect the environment and society [15]. Organizations must learn to anticipate changes instead of merely reacting to them, and actively participate in building a more sustainable world, a reality in which technological development and human well-being go hand in hand [25]. Today, the ability to adapt, creativity and openness to cooperation are gaining integral importance [26]. Companies that are able to create space for experimentation, develop digital competences of employees and build teams based on trust and knowledge sharing undoubtedly have the best chance of survival. And they are most likely to achieve market success [27]. Organizational agility is therefore becoming a response to the growing dynamics of change. It is also an indispensable element of a strategy focused on sustainable development [28].

Moreover, in Economy 5.0, technical innovation alone is no longer enough. Social innovation is needed, the ability to build new models of cooperation with partners, local communities and other stakeholders [29]. Organizations must understand that their future depends on both investments in new technologies and on how these technologies will be used to serve people and the environment [30]. Responsibility, transparency, and the ability to dialog become the basis of relations with the environment. However, their lack may cost more than any technological backwardness [31]. Transforming into an organization in Economy 5.0 requires courage in making decisions, readiness to change established patterns of operation and constant work on building a new quality of internal and external relations [32]. Companies that are able to use the potential of technology will be able to survive and consciously and responsibly co-create a future in which economic development will harmoniously coexist with concern for the common good [16].

In summary, the reviewed literature highlights that sustainable development in the context of Economy 5.0 requires an integrated approach that combines technological innovation with social responsibility, environmental awareness, and ethical management practices. Numerous studies emphasize the necessity of building dynamic capabilities and organizational agility through the development of internal competencies, including rapid decision-making, tolerance for change, effective communication, and employee motivation. Moreover, the ability to balance economic objectives with environmental and social goals is increasingly seen as a key source of long-term competitive advantage. However, despite the growing body of research, there remains a lack of comprehensive models that explicitly link these elements within the framework of organizational agility and sustainable development in Economy 5.0, which constitutes a significant research gap addressed in this study.

2.3. Factors Shaping Organizational Agility in the Conditions of Sustainable Development of Organizations and Changes in Economy 5.0

The ability of an organization to achieve agility in the conditions of Economy 5.0 is increasingly dependent on a number of internal factors. They significantly affect its adaptive dynamics and the effectiveness of achieving sustainable development goals [17]. Functioning in the reality of accelerated technological changes, growing social awareness, and pressure on corporate responsibility means that organizations should strengthen such areas that build their internal coherence, flexibility and innovation [33].

Modern organizations face the challenge of responding quickly to changing conditions. There is also a need to make decisions in a thoughtful and conscious manner. The ability to effectively manage the decision-making process is becoming one of the important aspects of building organizational agility [18]. The accuracy of the decisions, their speed, and the ability to take into account the broader environmental and social context determine both the current results of the organization and its ability to achieve sustainable, responsible growth [34].

Strengthening employee identification with the organization’s goals is becoming increasingly important as a mechanism for building commitment. It is also important to create a community of values around which changes can be implemented efficiently [35]. Organizations that can clearly define their goals, effectively communicate them, and engage employees in their implementation create a foundation for flexible response to new challenges. They also increase resistance to changes in the environment [36].

The adaptability of organizations in the Economy 5.0 should not develop without a high tolerance of rapid changes [37]. Readiness to accept technological, market, and social transformations is becoming a condition for maintaining competitiveness [19]. Overcoming resistance to change, promoting openness to innovation, and learning in action strengthen the organization’s ability to develop dynamically. They also help in the effective implementation of the sustainable development strategy [32]. Effective internal communication is another important area that determines the construction of organizational agility [38]. Organizations operating in the conditions of variability of the Economy 5.0 need fluid information flow mechanisms. They allow for the rapid transfer of knowledge, development of common solutions and maintaining a high level of coordination of activities [20]. Transparent and efficient communication helps build trust. It also strengthens the participatory nature of management. It allows for more effective implementation of changes [21].

Employees’ intrinsic motivation plays a driving role in adaptive and innovative processes in organizations. Instead of motivation based solely on external factors, in the conditions of Economy 5.0 it becomes necessary to build a work environment that strengthens autonomy, a sense of competence and a belief in the importance of the work performed for the realization of higher organizational and social values [39]. Organizations supporting the development of employees’ intrinsic motivation gain teams that are more committed and able to independently search for solutions. They are also better prepared to co-create changes [22]. An important element of shaping modern, agile organizations is also taking into account the need to maintain a balance between work and private life. Implementing the idea of work–life balance, although it is not a direct factor in adaptive ability, provides significant support for building lasting employee engagement and reducing the risk of burnout [23]. Organizations that take into account the needs of employees in terms of harmoniously combining different spheres of life, build more resilient and productive teams. In the long term, this helps to achieve sustainable development goals.

Previous studies have primarily focused on identifying individual factors influencing the development of organizational agility or analyzing sustainable development in the context of technological challenges. Some of these works relied on theoretical analyses, while others adopted a limited empirical scope, concentrating mainly on selected economic sectors, industry-specific characteristics, or cultural contexts. In many cases, however, there was a lack of a comprehensive approach that would simultaneously consider the relationship between organizational agility and the ability to implement a sustainable development strategy in the context of transformations brought by Economy 5.0. Existing approaches have also failed to provide tools enabling practical diagnosis of areas requiring reinforcement in organizations operating in a dynamic, multidimensional environment [40].

This study addresses that gap by offering an integrated research approach based on empirical data collected from various types of organizations. The uniqueness of the proposed framework lies in linking five key internal determinants of organizational agility—decision-making processes, identification with organizational goals, tolerance for change, effective communication, and internal motivation—with the organization’s capacity to implement sustainable development strategies. An additional value is the inclusion of the work–life balance concept as a supporting factor, which allows for a deeper understanding of the role of employee well-being in building long-term organizational resilience. The documentary contribution of this article lies not only in the empirical verification of the relationship between agility and sustainable development but also in the development of a model that can be applied both in comparative research and in the practical management of organizational development under the conditions of Economy 5.0.

To strengthen the theoretical foundation, an in-depth reference was made to existing models and concepts of organizational agility, such as the dynamic capabilities model (Teece, Pisano, Shuen), the concept of strategic agility (Doz and Kosonen), and the operational agility model in the context of Supply Chain Agility (Christopher and Towill). The proposed model builds upon these approaches by integrating the perspective of organizational agility with the goals of sustainable development in the context of Economy 5.0. In contrast to classical models focused on operational efficiency or market flexibility, the presented concept also incorporates aspects of social responsibility, long-term organizational resilience, and stakeholder value creation. This integration enables a deeper understanding of the adaptive mechanisms of modern organizations and extends existing theoretical frameworks by including social, technological, and environmental factors as inherent components of agility directed toward sustainable development [41,42].

An analysis of the existing scientific literature in the field of organizational agility and sustainable development reveals a fragmentation of research approaches and a lack of a unified perspective combining these two areas in the context of the transformations brought about by Economy 5.0. Previous studies have typically focused on examining individual factors influencing organizational agility or have addressed the technological aspects of sustainable development, without simultaneously exploring the interrelations between these phenomena. Some of the works were theoretical in nature, while others adopted a narrow empirical scope, limited to selected economic sectors or cultural contexts. There is a noticeable absence of coherent diagnostic models that would enable a comprehensive assessment of an organization’s readiness to implement sustainable development strategies from the perspective of its internal adaptive capabilities. This study proposes an integrated research approach, the novelty of which lies in the simultaneous consideration of five key determinants of organizational agility—decision-making processes, identification with organizational goals, tolerance for change, effective communication, and internal motivation—in relation to their impact on the organization’s ability to implement sustainable development goals. An additional contribution is the inclusion of the work–life balance factor as a supporting element for fostering long-term employee engagement. The proposed model also incorporates references to existing theoretical concepts such as dynamic capabilities, strategic agility, and operational flexibility, enriching them with social and environmental components relevant to organizational functioning in the context of Economy 5.0. In this way, the article complements the existing body of knowledge while also offering its advancement by introducing a comprehensive, empirically validated model of analysis.

3. Materials and Methods

3.1. Methodology of Science Research

All statistical analyses were performed using IBM SPSS Statistics, version 28.0.1 (IBM Corp., Armonk, NY, USA). No specialized laboratory equipment was used in the study. No formal standards were applied; the methodology was developed based on a literature review and expert consultations.

The starting point for achieving the research objective was the hypothesis that organizational agility, understood as the ability of the organization to quickly adapt, make decisions efficiently, build identification with goals, communicate effectively and develop internal motivation of employees, is an important condition for implementing the sustainable development strategy.

The research asked questions about which factors have the greatest impact on building organizational agility, to what extent employees identify with the goals of the organization, and how tolerance for rapid change, efficient communication, and internal motivation correlate with the implementation of the idea of sustainable development.

The selection of factors such as identification with organizational goals, effective decision-making, and efficient communication stems from their significance in shaping the internal adaptive capacity of an organization, which constitutes the foundation of organizational agility. These factors are supported by strategic management theories, the Resource-Based View, and the Dynamic Capabilities Theory, all of which emphasize that competitive advantage and long-term development are achieved by organizations capable of flexibly responding to environmental changes, making decisions swiftly, engaging employees, and efficiently transmitting information within organizational structures. The literature highlights that organizational identity—understood as the alignment of individual values with the organization’s goals—positively influences employee engagement and their willingness to act under conditions of uncertainty. Effective decision-making and internal communication, in turn, are essential for implementing development strategies based on participation and transparency.

The relationship between organizational agility and sustainable development is mutually reinforcing and interdependent. Agility enables a rapid response to regulatory and social requirements related to sustainability, while the implementation of sustainable development strategies necessitates organizational structures and processes that promote flexibility, openness to change, and effective knowledge management. An organization capable of dynamically transforming its practices in response to changing markets and social conditions is better equipped to implement solutions that foster environmental, economic, and social balance.

The research was conducted in 2024 using the survey method on a sample of 312 respondents. They represented various organizations with a diverse business profile. For the purpose of in-depth data analysis, correlation coefficients between individual variables were determined. They were to determine the strength and direction of the relationship between organizational agility factors and the implementation of sustainable development goals. Determining the correlation allowed for empirical verification of the hypothesis and a better understanding of the relationship between the analyzed variables.

The data collection process was based on an original research questionnaire developed through a review of the relevant literature and consultations with experts in the fields of management, sustainable development, and organizational agility. The study was conducted using an online survey form, which enabled access to a broad group of respondents from various regions of Poland. The questionnaire consisted of statements evaluated on a five-point Likert scale and demographic questions that allowed the identification of respondent characteristics and the organizational context. The collected data were verified for completeness and consistency of responses and subsequently analyzed using statistical methods, including Pearson’s correlation analysis and significance tests. The reliability of the measurement tool was assessed using Cronbach’s alpha coefficient, which exceeded the acceptable threshold of 0.70 for all measured variables, indicating high internal consistency of the questionnaire.

A purposive sampling method was used, with the key inclusion criterion being current employment in organizations operating in Poland, regardless of their size or industry. The survey participants held managerial, expert, or specialist positions, which ensured access to information on internal decision-making and management processes. This selection was based on the assumption that individuals involved in operational and strategic organizational activities possess the most relevant knowledge about practices related to the implementation of sustainable development strategies and the development of organizational agility. A sample of 312 respondents was deemed sufficient for conducting correlation analysis and constructing a preliminary research model.

Based on the obtained results, an original mathematical model was constructed, in which the sustainable development of the organization was presented as a function of five main determinants: the effectiveness of the decision-making process, identification with the goals of the organization, tolerance of rapid changes, efficient communication and internal motivation of employees, taking into account work–life balance as a supporting factor. This model is a proposal for a comprehensive approach to the relationships between organizational agility and the ability of the organization to develop permanently, flexibly and responsibly in conditions of dynamic changes in the environment.

To ensure the reliability of the results and the accuracy of the calculations, a multi-stage procedure for data quality control and statistical analysis was applied. The data collected through the proprietary questionnaire were verified in terms of completeness and logical consistency of responses. The reliability of the measurement tool was assessed using Cronbach’s alpha coefficient, which exceeded the required threshold of 0.70 for all analyzed variables, indicating high internal consistency of the scale. In addition, to increase the robustness of the results, statistical significance tests were conducted for all Pearson correlation coefficients obtained, using a significance level of α = 0.05. The use of Pearson’s correlation analysis enabled the identification of the direction and strength of the relationships between variables and confirmed their statistical significance. The purposive sampling strategy, which included individuals with operational and strategic knowledge of organizational functioning, enhanced the validity of the collected data. The results were further compared with findings from qualitative research, allowing for data triangulation and increased credibility of the conclusions. The entire research procedure—including tool validation, data consistency control, and verification of statistical significance—provides a sound methodological basis for recognizing the proposed model as robust and resistant to fundamental risks associated with empirical data quality.

The survey questionnaire was developed based on a review of the literature in the fields of organizational agility, strategic management, and sustainable development, as well as on the author’s previous empirical research. The individual items were formulated to reflect specific attributes of organizational agility and elements of sustainable development strategy, using a five-point Likert scale. Preliminary validation of the tool was conducted through a pilot study involving 30 respondents, whose feedback helped refine the wording, improve the clarity of questions, and assess the logical consistency of thematic sections. The main study involved 312 respondents employed in operational and managerial positions in organizations operating primarily in the service sector (including business services, education, healthcare, and transport), as well as in industry and public administration. A purposive sampling strategy was used, targeting individuals with knowledge of internal organizational processes and involvement in development projects, to ensure high data quality and the cognitive validity of the conclusions drawn.

The figure presents a conceptual research model illustrating the relationships between internal and external factors and organizational agility, which in turn influences the achievement of sustainable development goals. The model includes elements such as organizational capabilities, decision-making processes, internal motivation, communication, and the external context encompassing digitalization, ESG requirements, and the challenges of Economy 5.0 (Figure 1).

To achieve the research objectives, a proprietary survey questionnaire was developed, the construction of which was based on a review of the relevant literature and preliminary expert consultations. The tool consisted of two parts: a demographic section aimed at identifying the socio-demographic characteristics of respondents, and the main section comprising questions related to the key determinants of organizational agility and their impact on the implementation of sustainable development goals. Respondents were asked to assess statements using a five-point Likert scale, where 1 indicated “strongly disagree” and 5 indicated “strongly agree.”

The survey included questions assessing, among others, the speed and effectiveness of decision-making within the organization, the level of employee identification with strategic goals, the organization’s readiness to implement technological and organizational changes, the effectiveness of internal communication, and employee motivation to undertake development initiatives. The questionnaire also addressed the aspect of work–life balance as a potential factor influencing employee engagement and adaptability. Example statements included: “Decisions in my organization are made quickly and appropriately in response to changing conditions,” “Employees in my organization identify with its goals and strategy,” “My organization actively responds to technological changes and is open to innovation,” “Internal communication in my organization supports effective cooperation and change management,” and “Employees have a sense of balance between professional and private life.”

The study was conducted on a sample of 312 respondents representing diverse industries, sectors, and types of organizations, which made it possible to capture varied perspectives and provided a broader analytical context. The collected data were subjected to statistical analysis, including the calculation of correlation coefficients between the identified variables, which enabled the verification of the direction and strength of the relationships indicated in the research model. The adopted approach ensures the repeatability of the study in future research and serves as a starting point for further in-depth quantitative and qualitative analyses.

3.2. Results of Empirical Research

Results presented in Figure 2.

In relation to the impact on the decision-making process, 28 respondents declared the answer “definitely no”. A total of 64 people answered “rather no”, while 56 respondents had no opinion. The answer “rather yes” was indicated by 120 participants of the study, and “definitely yes” by 44 people. In the case of identification with the goals of the organization, 20 respondents assessed this factor negatively (“definitely no”), and 42 people expressed a moderately negative opinion (“rather no”). A total of 74 respondents declared no opinion. The answer “rather yes” was given by 128 people, while 48 respondents indicated the answer “definitely yes”. Analyzing the results regarding tolerance of rapid changes, the answer “definitely no” was chosen by 13 respondents, “rather no” by 22 people, and no opinion was declared by 24 people. In turn, 118 respondents considered this factor to be probably important, and 135 people assessed it definitely positively.

In terms of effective communication within the organization, only 9 respondents answered “definitely no,” 30 people indicated the answer “rather no,” while 50 people had no opinion. The answer “rather yes” was chosen by 134 respondents, while 89 people definitely confirmed the importance of this factor. In the context of developing internal motivation, the answer “definitely no” was given by 14 respondents, while 40 people expressed the answer “rather no.” No opinion was declared by 81 respondents. “Rather yes” was indicated by 126 respondents, while “definitely yes” was chosen by 51 people. In relation to the implementation of the work–life balance idea, 67 respondents assessed the factor definitely negatively, the same number of people (67) selected the answer “rather no.” No opinion was declared in 52 cases. In turn, 86 respondents assessed this factor moderately positively (“rather yes”), and 40 respondents indicated the answer “definitely yes.”

In addition to quantitative research, qualitative research was also conducted. Its aim was to deepen the obtained results and better understand the significance of individual factors shaping organizational agility as a determinant of sustainable development. In-depth interviews and open questions asked to respondents were aimed at determining how rapid adaptation to changes affects the decision-making process in the organization, how important employee identification with the goals of the organization in the context of implementing the sustainable development strategy and how the role of efficient internal communication is assessed in building readiness for change. Additionally, questions were asked about the extent to which developing internal motivation of employees helps maintain organizational flexibility and whether the implementation of the work–life balance idea is perceived as a factor strengthening long-term employee engagement. The answers obtained in the qualitative study confirmed the basic trends observed in the quantitative research. They indicated that the ability to adapt, communication, internal motivation and identification with the goals of the organization are important elements that contribute to increasing organizational agility and supporting sustainable development processes in the face of dynamic changes characteristic of Economy 5.0.

Figure 3 presents an assessment of the factors shaping organizational agility as a determinant of the sustainable development of the organization in the conditions of changes in the Economy 5.0, based on the data presented in Figure 2. To enhance the clarity of Figure 2, additional explanations have been provided regarding the axes and the interpretation of the presented relationships. The horizontal and vertical axes include the same independent and dependent variables, and the values displayed in the matrix represent Pearson correlation coefficients between variable pairs. As these are dimensionless coefficients, no units are indicated. Each numerical value in the table reflects the strength and direction of the relationship between the respective variables, where positive values indicate positive correlations and negative values indicate negative correlations. To facilitate interpretation, an appropriate color scale has also been applied to visually represent the strength of the correlations. This form of data presentation enables the reader to quickly identify significant relationships among the analyzed factors and constitutes an integral part of the model construction.

The data indicate that the impact on the decision-making process (1) was assessed by the respondents definitely positively. The answers “Probably YES” and “And definitely YES” dominate, the total number of which significantly exceeds the sum of negative and neutral answers. Identification with the goals of the organization (2) also received high scores, with positive answers (“Probably YES” and “And definitely YES”) prevailing over skeptical or undecided indications.

Tolerance of rapid changes (3) is distinguished by a very high level of acceptance. This is evidenced by the almost even distribution of positive responses, including a high percentage of “And definitely YES” indications. In the case of efficient communication within the organization (4), a dominance of positive responses was also noted, although a slightly higher share of neutral responses than in the previous cases indicates that there is room for further improvement in this area.

The distribution of ratings in relation to the development of internal motivation (5) shows a similar trend as in the case of identification with the goals of the organization. Predominance of positive ratings with a moderate number of neutral indications and few negative assessments. The situation is different in the case of the implementation of the work–life balance idea (6), where the distribution of responses is more dispersed. A high number of indications of “Definitely not” and “I don’t think so “, combined with a smaller number of clearly positive indications, suggests that this factor is not yet fully implemented in the analyzed organizations or is not perceived by employees as effectively implemented.

In conclusion, factors directly related to the management of the internal organizational process (such as decision-making, identification with goals, tolerance of rapid changes, efficient communication and development of motivation) are assessed significantly better than the implementation of the work–life balance policy. These results indicate a high awareness of the organization regarding the importance of internal mechanisms supporting agility. At the same time, there is a need for greater care for the balance between work and private life in order to comprehensively implement the sustainable development strategy.

In the empirical analysis, the Least Squares Method and Pearson correlation analysis were used, supplemented with statistical significance tests at the significance level of α = 0.05. All relationships presented in the model were verified as statistically significant (p < 0.05), which confirms the strength and direction of the examined associations. The developed model is exploratory in nature and does not constitute a factor analysis or a structural equation model (SEM), but rather reflects empirical relationships between the variables. The dependent variable—the organization’s ability to implement a sustainable development strategy—was expressed as a function of five main determinants of organizational agility. This model provides a foundation for further, in-depth analyses using advanced statistical methods.

3.3. Original Model

The proposed research model was developed based on a previously conducted literature review, which highlighted the need for an integrated approach to the factors influencing organizational agility in the context of achieving sustainable development goals. In the preparatory phase, key determinants of organizational flexibility were identified, including effective communication, internal motivation, decision-making processes, identification with organizational goals, and tolerance for change, along with significant external factors related to the Economy 5.0 environment. Only after conducting preliminary empirical analyses based on data collected through was it possible to construct a conceptual model that reflects the observed relationships and interactions among the identified variables. The proposed model does not constitute a mathematical model in the strict sense but serves as a structural framework for interpreting the results of both quantitative and qualitative research within the studied area. Its primary purpose is to visualize the mechanisms that influence an organization’s ability to adapt and implement sustainable development strategies under dynamic socio-economic conditions. Based on the conducted research, an original model was constructed describing the relationships between key factors shaping organizational agility and sustainable development of the organization in the conditions of changes in Economy 5.0 (see Figure 4).

SDO = f(DM, IG, TC, EC, IM) (+WLB),

where

SDO (Sustainable Development of the Organization)—long-term development of an organization that considers economic, social, and environmental aspects, enabling flexible adaptation to dynamic changes in the Economy 5.0 environment.

DM (Decision-Making)—the effectiveness of decision-making processes under conditions of uncertainty and environmental variability, influencing the speed and accuracy of organizational responses.

IG (Identification with Goals)—the extent to which employees understand, accept, and engage in the implementation of strategic goals, contributing to a shared vision of development.

TC (Tolerance for Change)—the readiness of the organization and its members to accept and adapt to dynamic technological, economic, and social changes.

EC (Efficient Communication)—the effective flow of information within the organization, supporting coordination, cooperation, and change management.

IM (Internal Motivation)—the degree of employee engagement stemming from personal identification with the organization’s mission and values, rather than from external incentives.

WLB (Work–Life Balance)—the balance between professional and private life, supporting employee engagement and well-being, though not directly or strongly impacting the core determinants of organizational agility.

Figure 4. Author’s model of the relationship between the key factors shaping organizational agility and the sustainable development of the organization in the conditions of changes in Economy 5.0. Study: Own.

Figure 4. Author’s model of the relationship between the key factors shaping organizational agility and the sustainable development of the organization in the conditions of changes in Economy 5.0. Study: Own.

In the presented original model (Figure 4), the relationships between the variables reflect a coherent and mutually interconnected system of factors influencing the sustainable development of an organization in the conditions of the Economy 5.0. In this model, sustainable development is the result of the synergistic impact of five key determinants. The first of these is the effectiveness of the decision-making process, which enables the organization to respond quickly and accurately to changing environmental conditions and supports other areas of organizational functioning, such as building coherence of actions and effective internal communication. Decision-making efficiency influences the organization’s adaptability as well as the level of employee engagement.

The second factor is the identification of employees with the organization’s goals, which strengthens the coherence of actions and builds a sense of shared values. A strong alignment of employees with the organization’s mission and vision increases their commitment, fosters readiness for change, and facilitates the implementation of a sustainable development strategy. Identification with organizational goals positively influences employees’ internal motivation and the effectiveness of communication processes, becoming the central element binding the other variables together. The third important factor is tolerance of rapid change, meaning the readiness of the organization and its members to accept and adapt to dynamic technological, economic, and social transformations. The ability to adjust flexibly to new conditions is essential for maintaining competitiveness and, at the same time, enables the effective implementation of the sustainable development strategy. Tolerance for change is closely linked to the level of employee identification with organizational goals and the effectiveness of internal communication.

The next element of the model is efficient internal communication, which enables the swift flow of information, supports the coordination of activities, and facilitates the implementation of change. Transparent and effective communication fosters trust within the organization, strengthens employee motivation, and allows for more effective management of adaptive processes. The fifth factor shaping organizational agility is the internal motivation of employees, stemming from their personal identification with the organization’s mission and values rather than solely from external incentives. Developing internal motivation leads to greater engagement, creativity, and readiness to co-create innovations and adapt to changing conditions.

Completing the model is the factor of work–life balance, which supports employee well-being and long-term engagement. Although this factor does not have a direct and strong impact on the key determinants of organizational agility, its presence promotes team stability, reduces stress and burnout, and thus indirectly supports the implementation of the sustainable development strategy. This model presents the mutual interrelations between the individual factors and highlights the importance of their simultaneous development in order for an organization to achieve the capacity for sustainable, flexible, and responsible functioning in the dynamically changing conditions of the Economy 5.0.

This model assumes that the sustainable development of an organization (SDO) is a function of five basic determinants: the effectiveness of the decision-making process (DM), identification with the goals of the organization (IG), tolerance of rapid changes (TC), efficient internal communication (EC), and the level of internal motivation of employees (IM). Additionally, the model includes the implementation of the idea of work–life balance (WLB) as a factor supporting the durability of employee engagement (which, however, does not show a direct and strong impact on the main determinants of organizational agility).

The effectiveness of the decision-making process plays an important role in enabling organizations to respond quickly to changing environmental conditions. It also plays an important role in making good decisions in situations of uncertainty. Employee identification with the organization’s goals supports the construction of a common vision of development and strengthens the coherence of actions in pursuit of the sustainable development strategy. Tolerance for rapid change expresses the organization’s readiness to accept and adapt in the face of rapid technological, economic and social transformations. Efficient internal communication allows for effective transfer of information. It supports change management and facilitates cooperation between different organizational levels. The internal motivation of employees, resulting from their identification with the organization’s mission and values, promotes lasting commitment. It strengthens the organization’s ability to maintain agility in a dynamic environment.

The inclusion of work–life balance in the model results from the assumption that ensuring employees a balance between their professional and private lives promotes their well-being. It can also indirectly strengthen engagement and efficiency, although it is not a determinant of primary organizational agility. This model reflects the close connections between individual variables. It takes into account the specificity of the organization’s transformation towards sustainable development in the era of Economy 5.0.

To strengthen the practical relevance of the proposed model and to empirically validate it, an additional linear regression analysis was conducted in which the sustainable development of an organization was presented as a function of five key determinants: the effectiveness of the decision-making process, identification with the organization’s goals, tolerance for rapid changes, efficient internal communication, and the level of employees’ internal motivation (

Table 1. Results of linear Regression Analysis.

Variable	Coefficient	Standard Error	t-Value	p-Value	95% Confidence Interval
const	0.0044	0.055	0.08	0.937	(−0.104; 0.112)
DM	0.2573	0.036	7.23	0.0	(0.187; 0.327)
IG	0.2851	0.055	5.18	0.0	(0.177; 0.393)
TC	0.1516	0.027	5.515	0.0	(0.098; 0.206)
EC	0.1965	0.031	6.299	0.0	(0.135; 0.258)
IM	0.0482	0.052	0.92	0.358	(−0.055; 0.151)
WLB	0.0628	0.025	2.501	0.013	(0.013; 0.112)

). The results of the analysis confirmed a statistically significant impact of all these variables on the level of sustainable development (p < 0.001). The strongest effects were demonstrated by the effectiveness of decision-making and employees’ identification with organizational goals. This confirms the validity of the model’s assumptions and its practical applicability in management.

For further practical application of the model, examples of Key Performance Indicators (KPIs) based on the key variables can be proposed. For the area of decision-making processes, it is recommended to use the KPI: “Percentage of employees with decision-making autonomy.” For identification with organizational goals, the suggested KPI is: “Percentage of employees declaring knowledge and acceptance of the organization’s strategy.” Tolerance for rapid change can be monitored using indicators such as “Number of innovations implemented annually” or “Average response time to market changes.” This approach allows the model to be translated into concrete management tools that support the development of organizational agility and the implementation of a sustainable development strategy.

4. Discussion

The literature on organizational agility and sustainable development of organizations reveals numerous theoretical tensions and discrepancies in the definition and conceptualization of these notions. On the one hand, the crucial importance of internal communication efficiency, rapid decision-making, and the development of internal motivation for building an organization’s adaptive capacity is frequently emphasized. On the other hand, there is a lack of clear models explaining how these factors interact across different organizational and cultural contexts. Existing approaches often overlook the complexity of the environment in which organizations operate and fail to address specific conditions arising from the realities of Economy 5.0, such as the pressure of digital transformation, growing social expectations, and the requirements of sustainable development.

In response to these gaps, the proposed research model refers to the real challenges faced by contemporary organizations, where adaptability becomes a necessary condition rather than merely a competitive advantage. An example of such problematization is the context of decision-making under the pressure of changing environmental regulations or increasing customer expectations regarding corporate social responsibility. In such conditions, not only the speed but also the quality and alignment of decisions with organizational values gain crucial importance. Similarly, effective communication becomes a genuine challenge in dispersed, multicultural, or hybrid organizations.

This study adopts the position that organizational agility should not be analyzed in isolation from social, technological, and environmental conditions but rather viewed as a dynamic competence enabling the organization to implement sustainable development goals in conditions of continuous and unpredictable change. The inclusion of the tolerance for change factors in the model is intended to capture this complexity and highlight the fact that not every organization demonstrates the same readiness to embrace and internalize new challenges arising from Economy 5.0.

It should be noted that the presented study is exploratory in nature and serves primarily to identify and preliminarily verify key factors shaping organizational agility in the context of implementing a sustainable development strategy under the conditions of Economy 5.0. The applied method of correlation analysis, although it allows for capturing significant statistical relationships between variables, does not provide a basis for drawing unambiguous cause-and-effect conclusions. The identified relationships should therefore be interpreted as interdependencies that require further, in-depth verification using advanced data analysis methods, such as structural equation modeling or longitudinal studies. The exploratory character of the study also means that the proposed model is not intended to provide an exhaustive explanation of all possible mechanisms affecting the organization’s ability to achieve sustainable development goals. Instead, it constitutes a starting point for further research and practical validation. Maintaining this interpretative caution is particularly important in the context of rapidly changing economic and technological conditions, which may influence the dynamics of the studied phenomena and the relevance of the obtained results.

It should be emphasized that a key limitation of the conducted study remains the limited generalizability of the obtained results to broader groups of organizations operating in different industries, organizational cultures, and regional contexts. The applied model, based on correlation analysis, was validated on a sample of organizations operating mainly within the Polish market, which affects its robustness in the context of other sectors of the economy and international realities. Therefore, it is advisable to conduct further research that would enable the verification and adaptation of the model across various industries, countries, and cultural contexts. It is also recommended that future studies include the validation of the proposed research tools and key performance indicators (KPIs), which, although outlined, require empirical testing and adjustment to the specific characteristics of different organizations. Undertaking such research activities would not only enhance the validity of the model but also allow it to evolve into a more universal and practical tool supporting organizations in the effective implementation of sustainable development strategies under the conditions of Economy 5.0.

The cultural context in which the study was conducted also plays an important role in the interpretation of the obtained results. The applied model and the identified relationships reflect the specific characteristics of organizations operating in the Polish market, which is shaped by particular social, economic, and cultural conditions. Factors such as leadership styles, hierarchical organizational structures, levels of interpersonal trust, and approaches to innovation and organizational change may vary across countries and influence both the perception and implementation of organizational agility and sustainable development strategies. Therefore, it is essential to take these cultural differences into account in future studies and model validations, which would allow for a better understanding of the conditions affecting the effectiveness of the analyzed relationships in international contexts.

The study also does not avoid indicating the limitations of the model, recognizing that the relationships between the analyzed variables may be conditional and context-dependent, which opens the field for further, in-depth analyses and validation in various sectors and organizational cultures.

Based on the conducted quantitative and qualitative research, an analysis was made of key factors that influence the formation of organizational agility as determinants of the sustainable development of the organization in the conditions of dynamic changes in the Economy 5.0. The results of the quantitative research indicate the dominant role of such factors as the effectiveness of the decision-making process, identification with the goals of the organization, tolerance of rapid changes, efficient internal communication and development of internal motivation. In the case of these variables, high percentages of positive answers were noted (“rather yes” and “definitely yes”). This proves their significant importance in building the ability of the organization to flexibly respond to changing environmental conditions. The high acceptance of the need for tolerance of rapid changes and efficient communication was particularly noticeable. They obtained the highest values of positive answers among all the analyzed factors.

The analysis of correlation coefficients presented in Figure 3 allowed for verification of the strength of connections between individual variables. Very strong correlations between the effectiveness of the decision-making process and identification with the organization’s goals (r = 0.93) and between identification and development of internal motivation (r = 0.99) confirm the mutual reinforcement of these factors in the process of building organizational agility. Efficient communication also shows strong connections with other variables, especially with identification with goals (r = 0.86) and with development of internal motivation (r = 0.851). This confirms its central role in creating an effective work environment that is conducive to adaptation and development. In turn, the factor related to the implementation of the work–life balance idea, although it can be considered important from the perspective of employee well-being, shows relatively weaker connections with the remaining variables and a negative correlation with tolerance of rapid changes. This indicates that its influence on shaping organizational agility is of a supporting nature. However, it cannot be considered fundamental.

The results of the qualitative research supplemented the quantitative analysis. This enabled a deeper understanding of the mechanisms of functioning of the discussed factors in organizational practice. The respondents emphasized the importance of quick decision-making in conditions of uncertainty and the role of a common vision and organizational values in mobilizing employees to act for the development of the organization. The need to build an environment conducive to effective communication and self-motivation was also indicated. The growing awareness of the need to maintain a balance between work and private life was also indicated as an element supporting long-term commitment (however, not directly determining the adaptability of the organization).

Based on the obtained results, an original model was constructed, in which the sustainable development of the organization (SD) was presented as a function of five main determinants: the effectiveness of the decision-making process (PD), identification with the goals of the organization (IC), tolerance of rapid changes (TC), efficient communication (SK) and internal motivation of employees (WM). Additionally, the model took into account the implementation of the idea of work–life balance (WB). It was recognized as a supporting factor, but not a primary determinant. This model reflects the mutual relationships between the analyzed variables. It also emphasizes the importance of organizational agility as a key condition enabling organizations to develop in a sustainable, responsible and resistant way to the changing economic and social conditions characteristic of the era of Economy 5.0.

In conclusion, the conducted research has shown that building organizational agility through the development of specific competencies and attitudes within the organization is an important foundation for implementing and implementing a sustainable development strategy. The presented model can be a useful tool supporting management practice. It indicates to organizations the directions of actions aimed at achieving greater resilience, flexibility and long-term growth in the face of transformational challenges.

Based on the obtained research results and formulated conclusions, recommendations can be presented for organizations that strive to increase their agility and implement sustainable development goals in the conditions of changes in Economy 5.0. First of all, it is necessary to systematically strengthen decision-making processes in such a way that decisions are made quickly, accurately and based on current data. It is also necessary to take into account simultaneously social, economic and environmental aspects. To this end, organizations should invest in the development of decision-making competences of leaders. They should also create flexible structures that enable delegating responsibility and shortening decision-making paths.

It is also recommended to intensify activities aimed at strengthening employee identification with the organization’s goals. Achieving this goal requires building an organizational culture based on transparency, clear communication of vision and mission, and engaging employees in the process of defining strategic directions. Such identification strengthens commitment and facilitates the implementation of changes in a dynamic environment. In terms of tolerance for rapid change, it is recommended to implement programs for the development of adaptive competences. It is also important to promote openness to new solutions. It is necessary to build a work environment in which change is perceived as a permanent element of organizational reality. Particular attention should be paid to creating space for experimentation and learning from mistakes. This allows for increased flexibility of teams and the organization as a whole.

Another important area of recommendation is the development of efficient internal communication. High quality communication promotes the rapid exchange of information. It strengthens cooperation between departments and enables better management of change processes. Therefore, it is necessary to strive to implement modern communication tools, promote a culture of openness to dialog and develop communication skills at all levels of the organization. It is also worth consistently supporting the development of internal motivation of employees. This is undoubtedly related to the creation of a work environment that promotes autonomy, personal development and a sense of meaning in the work performed. Organizations should focus on motivational policy. It is not limited only to material incentives but also takes into account aspects related to self-fulfillment and participation in the implementation of larger social goals.

Although the implementation of the work–life balance idea was not indicated as a primary factor for building organizational agility, its importance for maintaining long-term employee engagement and well-being should be emphasized. In connection with this, it is recommended to promote flexible forms of work, psychological support, as well as policies that facilitate combining professional and private life.

The presented authorial model constitutes an added value in both scientific and practical aspects. This model provides an integrated approach to the key factors determining organizational agility as the basis for sustainable development. At the same time, it refers to the realities of Economy 5.0, in which flexibility and social responsibility become indispensable elements of competitive advantage. The advantage of the model is its structural transparency and the possibility of adaptation to the specifics of various organizations regardless of their size or industry.

This model can be used in the process of diagnosing the level of organizational agility. It can also be useful for preparing a sustainable development strategy in enterprises. It can also act as a tool supporting internal audits, implementing management development programs, and designing change management systems. In practice, the model can be adapted both by HR departments (responsible for the development of soft skills in the organization) and by strategy and development departments (designing the company’s growth paths in a changing environment).

Thanks to its clear structure and logical connections between variables, the model can also support the process of monitoring progress in building agility and implementing the principles of sustainable development through regular surveys or qualitative analyses. It can be the basis for creating dedicated performance indicators (KPIs) related to the organization’s ability to adapt, employee engagement and achieving social and environmental goals.

It should be emphasized that despite the results obtained and the construction of the original model, the study has significant limitations that affect the scope of interpretative possibilities and the generalizability of the findings. First and foremost, the correlation analysis applied, while allowing for the identification of significant relationships between variables, does not enable the unambiguous determination of cause-and-effect relationships. Therefore, the identified associations between the determinants of organizational agility and the organization’s ability to implement a sustainable development strategy should be treated as statistical interdependencies, which require further verification using more advanced analytical methods, such as structural equation modeling (SEM) or longitudinal studies.

Another important limitation is the limited robustness of the proposed model across diverse industry-specific and regional conditions. The study was conducted on a sample of organizations operating mainly in the Polish market, which may influence the way in which specific factors shaping organizational agility impact the organization’s capacity to implement sustainable development strategies. In different sectors of the economy—such as industry, services, information technologies, or public administration—the importance and strength of influence of particular determinants may take different forms. Similarly, cultural, regulatory, and economic conditions characteristic of other geographic regions may modify the analyzed relationships and affect both the level of organizational agility and the readiness to adopt sustainable development concepts. Therefore, further research is necessary to empirically verify the robustness of the model in various sectoral and regional contexts and to enable the adaptation of recommendations to the specificities of individual industries and local markets.

The study is also limited by the omission of other potential variables that may influence the shaping of organizational agility and the implementation of sustainable development goals. In particular, factors such as organizational culture, leadership style, the level of technological innovation, or the application of solutions based on artificial intelligence and data analytics were not taken into account. Including these variables in future research may allow for the development of more complex and precise models explaining organizational adaptability in the conditions of Economy 5.0.

Additionally, the temporal context of the study, which coincided with a period of dynamic economic and technological transformation, remains a significant limitation. The rapid pace of changes occurring in the organizational environment may affect the validity of the results obtained and their applicability in the longer term. For this reason, it is recommended that future research be conducted in a longitudinal framework, which would allow for the observation of the dynamics of the influence of organizational agility on sustainable development across different phases of organizational growth and market transformation.

In conclusion, although the presented model provides valuable cognitive and practical insights, its application requires caution and further empirical validation. Expanding the scope of research to include diverse sectors, geographical contexts, and additional moderating variables will increase the validity and robustness of the model as well as its practical usefulness in managing organizations in the conditions of Economy 5.0.

5. Conclusions

The conducted research, despite the obtained valuable results, has certain limitations. The main limitation results from the characteristics of the sample, which did not include the full diversity of organizations in terms of industry, size and stage of digital transformation. This limits the possibility of full generalization of the results. The author’s research questionnaire, based on a literature review and expert consultations, had not been previously subjected to full validation. This limitation may reduce the reliability of the variable relationships identified in the survey. The use of quantitative methods allowed for the identification of correlations between variables, but it does not allow for an unambiguous determination of cause-and-effect relationships. Qualitative research, although it provided in-depth conclusions, was conducted on a limited group of respondents. Additionally, the time context of the study, related to dynamic economic changes, may affect the validity of the obtained results. The proposed model serves as an initial conceptual framework, not yet empirically validated across sectors. It should be subjected to further tests in various sectors and organizational conditions in the future, taking into account additional factors (such as innovation or organizational culture).

The results of the research conducted within this project should be compared with the results of research conducted by other researchers dealing with the issues of organizational agility and sustainable development. Comparative analysis allows us to confirm the validity of the adopted assumptions and indicate the coherence of the observed trends. Similar relationships were noted in the Kocot study [22]. It showed that organizations capable of responding quickly to changing market conditions, effectively recognizing customer needs, identifying opportunities and threats, offering high-quality products and implementing innovations achieve better results in the area of implementing the sustainable development strategies. These results are consistent with the conclusions from the presented original model, in which organizational agility plays a significant role in building sustainable and responsible growth of the organization.

Similar conclusions were presented by Özkan and Salepçioğlu [23]. Based on empirical research, these authors demonstrated a strong positive correlation between organizational agility and the perception of sustainable quality and innovation orientation. The obtained values of correlation coefficients (r = 0.877 and r = 0.840) clearly indicate that more agile organizations are also more willing to implement innovations. They are also ready to effectively implement the qualitative assumptions in the idea of sustainable development. In another study [40], it was confirmed that strategic initiatives in the field of corporate social responsibility (CSR) and a proactive approach to CSR contribute to increased organizational agility. As a result, these organizations cope better with implementing the sustainable development strategy. This is in line with the assumptions of the author’s model. In yet other studies [18] the importance of synergy between green sourcing, sustainable production practices and the use of big data analytics was highlighted. It was pointed out that big data strengthens the relationship between green sourcing and sustainable production practices. This undoubtedly strengthens the need to integrate modern technologies with activities for agility and sustainable development. A comparison of the results of our own research with the results of other authors allows us to state that the proposed author’s model is consistent with the current research trends in the global literature. In turn, the identified determinants of organizational agility assume significant importance for the implementation of sustainable development goals in Economy 5.0.

Future research directions should include verification of the author’s model in various sectors of the economy. It would also be interesting to perform such verification in various different cultural contexts. It is advisable to take into account variables such as the level of innovation, leadership style, organizational culture and the impact of technology, including solutions based on artificial intelligence and big data analytics. An important area of further analysis remains the impact of external factors, such as legal regulations or social pressure on the implementation of sustainable development goals. Further research should also include case studies. In turn, conducting a longitudinal study would allow for observing the dynamics of changes over time and the durability of the impact of organizational agility on sustainable development.

The conclusions of the conducted study confirm the significance of key determinants of organizational agility, such as the effectiveness of decision-making, employee identification with organizational goals, tolerance for rapid change, effective internal communication, and internal motivation, as essential factors supporting an organization’s ability to implement sustainable development strategies in the context of Economy 5.0 (

Table 2. Comparison of study Findings with literature.

Study Findings	Supporting Literature	Contribution of Current Study
Decision-making agility supports sustainable development	Sherehiy et al. (2007) [43]; Teece (2007) [44]	Confirms decision-making as core to organizational agility
Effective communication enhances agility	Denning (2018) [45]	Highlights communication as key in rapidly changing environments
Employee identification and motivation foster agility	Hoch and Dulebohn (2017) [46]	Demonstrates link to sustainability goals under Economy 5.0 context

Study: Own.

). The results obtained are consistent with previous findings by authors such as Sherehiy et al. (2007) [43], who emphasized the role of flexibility and adaptive capacity in building organizational competitive advantage, as well as the work of Teece (2007) [44], highlighting the importance of dynamic capabilities in conditions of market uncertainty.

The findings indicate the impact of effective communication on the level of organizational agility align with the conclusions of Denning (2018) [45], who underscored the importance of communication in the process of organizational transformation and in fostering an environment conducive to change. Similarly, the observed importance of employee identification with organizational goals and internal motivation is confirmed by the research of Hoch and Dulebohn (2017) [46], who demonstrated that employee engagement and a sense of purpose significantly influence the effectiveness of adaptive processes.

The synthesis of the present results with previous research allows for the identification of areas of convergence as well as potential divergences. The conclusions confirm that organizational agility is a complex, multidimensional phenomenon, whose key components are consistent with existing theories, though their importance may vary depending on organizational context and the specific challenges of Economy 5.0. Future research should take these differences into account and deepen the analysis of the conditions affecting the effectiveness of implementing sustainable development strategies.