Today, competition among firms is intensifying and the market environment surrounding businesses is changing rapidly due to the acceleration of globalization trends and the rapid development of information and communication technologies. To discover opportunities and threats from such rapidly changing environments and respond appropriately, firms are devoting considerable effort to developing dynamic capabilities. Organizational agility, as a dynamic capability that enables rapid adaptation to dynamically changing environments, plays an important role in securing sustained competitive advantage and enhancing firm performance. Recognizing that empirical research on organizational agility remains insufficient despite its growing importance, this study proposes a theoretical model that explains the formation and impact relationships of organizational agility based on dynamic capabilities theory and empirically validates it. Information technology capability and organizational learning are proposed as factors influencing the formation of organizational agility, and the study examines the effects of these factors on firm performance through organizational agility. The proposed research model was empirically validated using a sample collected from a total of 84 firms, and theoretical and practical implications were presented through analysis and discussion of the research results.