Linking Strategic Planning to Strategic Performance: Mediating Effects of Organizational Agility and Strategic Maneuvering in Indonesian Financial Firms

INKUBIS: Jurnal Ekonomi dan Bisnis Volume 8, Issue 1, 310-323 e_ISSN: 2775-3913 https://inkubis.polteksci.ac.id/index.php/ink/index DOI: doi.org/10.59261/inkubis.v8i1.202 Linking Strategic Planning to Strategic Performance: Mediating Effects of Organizational Agility and Strategic Maneuvering in Indonesian Financial Firms Wiliam Santoso1 Christian Herdinata2* Fransisca Desiana Pranatasari3 Universitas Ciputra, Indonesia Universitas Ciputra, Indonesia Universitas Sanata Dharma, Indonesia *Corresponding author: Christian Herdinata, Ciputra University, Indonesia. Article Info: Article history: Received: March 27, 2026 Revised: April 21, 2026 Accepted: April 24, 2026 Abstract Background: Financial companies in Indonesia are currently facing major challenges due to technological disruptions, regulatory changes, and shifts in consumer behavior that are increasingly leading to digitalization. The use of big data is one of the keys in strategic decision-making, but the success of this digital transformation is highly dependent on the company's ability to develop strategic organizational agility, strategic maneuvering, and proper strategic planning. Objective: This study aims to analyze the influence of these three strategic Keywords: factors on the strategic performance of big data-based financial companies strategic planning; strategic in Indonesia. performance; strategic Methods: The method used is quantitative research with an explanatory organizational agility; strategic research approach, involving respondents consisting of managers, maneuvering. division heads, and strategic decision-makers from banking, fintech, and insurance companies that have implemented big data. Data were collected by questionnaires and analyzed using the Structural Equation Modeling (SEM) Partial Least Squares (PLS) method. Results: The study shows that strategic planning has an effect on strategic maneuvering and strategic organizational agility, respectively. In terms of strategic performance, it is only significantly influenced by strategic maneuvering, but not significantly by strategic organizational agility or strategic planning. Meanwhile, strategic organizational agility does not mediate the influence of strategic planning on strategic performance. Interestingly, strategic maneuvering fully mediates the relationship between strategic planning and strategic performance. Conclusion: In big data analytics (BDA)-based financial companies in Indonesia, strategic maneuvering not strategic organizational agility is the decisive mechanism through which strategic planning translates into superior strategic performance. To cite this article: Santoso, W., Herdinata, C., & Pranatasari, F. D. (2026). Linking Strategic Planning to Strategic Performance: Mediating Effects of Organizational Agility and Strategic Maneuvering in Indonesian Financial Firms. INKUBIS: Jurnal Ekonomi dan Bisnis, 8(1), 310-323. https://doi.org/10.59261/inkubis.v7i2.202 INTRODUCTION The concepts of strategic organizational agility and strategic maneuvering are related to the entrepreneurial mindset to be able to take advantage of opportunities due to changes in market behavior. Therefore, strategic planning is needed from the company's internal side in adjusting to be able to anticipate the dynamics of the external environment so that strategic performance can be achieved. The existence of environmental dynamics captured from BDA in financial companies requires companies to respond fast to new knowledge appropriately. The capacity of a company to be able to adapt quickly, sustainably, and systematically through changes made within the company is the key to success in maintaining a competitive advantage INKUBIS: Jurnal Ekonomi dan Bisnis | 310 Wiliam Santoso, Christian Herdinata, Fransisca Desiana Pranatasari Linking Strategic Planning... (Baškarada & Koronios, 2018). In this case, strategic organizational agility and strategic maneuvering are needed as a company's ability to anticipate the dynamics of external changes through changes in business processes to produce product or service innovations (Li et al., 2020; Mikalef & Pateli, 2017). This ability also includes capitalizing on change so that sustainability is maintained. Therefore, financial-based companies must quickly respond to the existence of new knowledge from BDA. In turbulent market conditions, the speed of operational changes is decisive in the success of strategic performance. The existence of a turbulent external environment from an entrepreneurial perspective gives birth to opportunities to be exploited through strategic direction and appropriate decision-making. Therefore, this study was conducted to find out what the influence of strategic planning is on strategic performance through strategic organizational agility and strategic maneuvering in financial companies based on big data analytics. Teece (2018) explains dynamic capability theory as a way for businesses to be able to adapt and maintain their competitive advantage in a dynamic environment, where businesses proactively reconfigure internal resources and processes to effectively face the continuous evolution that occurs in the market. In further research, this dynamic capability theory in the form of strategic agility is identified as the key to success in business (Setiawan et al., 2025). MarinoRomero et al. (2024) explained that the adoption of dynamic capability theory is carried out in the form of identifying market changes, exploiting new opportunities, and transforming business processes. This is, in effect, a concrete manifestation of strategic maneuvering. The Relationship Between Strategic Planning and Strategic Organizational Agility Strategic planning is defined as the process of creating strategies that enable companies to create value to achieve a competitive advantage. Strategic planning contributes significantly to organizational agility, as it supports the development of strategic responsiveness and flexibility in uncertain environments (Clauss et al., 2021). Today's business operates in a complex and uncertain environment, and under these conditions strategic planning is needed to enable companies to develop agility in dealing with business situations that can change at any time. This is also supported by Alkoliby et al. (2025), who emphasize the importance of strategic planning in encouraging adaptability and facing competitive pressures. Based on the previous study, the hypothesis in this study is: H1: Strategic Planning has a significant effect on Organizational Agility The Relationship Between Strategic Planning and Strategic Maneuvering Strategic maneuvering Chuang & Thomson (2017) is defined as the ability of a company to change its market position to achieve a competitive advantage. Dhlamini (2024) found that strategic planning has a significant effect on strategic maneuvering. Wolf & Floyd (2017) explain that strategic planning is important so that companies can a (...truncated)