organizational agility

Nowadays, organizational agility is a subject that its study has a significant impact on the growth and improvement of organizations. Present research in terms of purpose is applied and in terms of methodology is descriptive-exploratory. According to the theoretical hypotheses explained in the research, organizational, strategic, human, and technological factors were identified in this research as the factors explaining the organizational agility development model. The results obtained from the statistical analysis at the descriptive level demonstrated that average of organizational agility, human, organizational and strategic factors are greater than the average level and average of technological factors is at the average level. At the inferential level, which used confirmatory factor analysis, the results indicated that organizational, human, strategic, and technological factors are influential on the organizational agility development.

This study investigates the effect of IT-business strategic alignment on organizational agility by considering the effects of IT flexibility and IT capability on strategic alignment. Also this study investigates the moderating role of environmental uncertainty on the relationship between strategic alignment and organizational agility. This research is an applied research based on purpose and descriptive-survey in terms of data collection. The statistical population consists of 330 people who work in Telecommunication Company. In this research, library method and researcher-made questionnaire were used for data collection. Its validity was confirmed by content related validity and using confirmatory factor analysis. Also Cronbach's alpha coefficient was used for its reliability. AMOS software was used to examine the relationships between the structures that formed the research hypotheses. For analyzing the moderator, Hierarchical regression analysis was used by SPSS. Finally, the results stated that IT capability and IT flexibility have a significant impact on IT-Business strategic alignment and IT-business strategic alignment has a significant impact on organizational agility, but hypothesis 4, which related to the moderating role of environmental uncertainty on the relationship between strategic alignment and organizational agility, was not confirmed.

The purpose of this study is to compare the implicit and Explicit curriculum in the personality development of junior high school students from the perspective of students. The research was applied in terms of purpose and survey in terms of method. The statistical population includes all female first year high school students in Bukan who are studying in the academic year 1399-1400. According to information received from the Buchan County Education Department, the total number of students is 1,620. In this part, multi-stage cluster random sampling method was used. In the first stage, from all the girls' schools of the first secondary school of Buchan city, 1 school was selected from each district in the north, south, east, west and center of the city, respectively, then two classes were randomly selected from each school (for one The questionnaire class role questionnaire on Explicit personality development questionnaire and for the other class the implicit curriculum role questionnaire on personality development questionnaire) and a total of 10 classes that were selected for approximately 28 to 30 people for each class, for a total of 300 (150 people in each group). Multivariate analysis of variance was used to analyze the data. The results showed that the implicit curriculum is more effective in the development of students' personality than the Explicit curriculum. The results also showed that the components of the obvious curriculum such as purpose, content, method and evaluation are effective on students 'personality development, among which the content component has the most effect and the goal has the least effect on students' personality development and finally That the components of the implicit curriculum such as the interaction of individuals, the organizational structure of the school, the social atmosphere of the school, and the physical structure of the school also affect the development of students' personality. Among these, the component of interaction between individuals has the most effect and the organizational structure of the school has the least effect on the development of students' personality.

Purpose: The aim of the current study was to explain the impact of organizational citizenship behavior on organizational agility Customs staff of Zahedan city, the present study in terms of purpose is functional and in terms of collection method of data is descriptive survey based on correlation method. Materials & Methods: The statistical societies of this study are all employees of Zahedan customs surveillance area in 1395 that the number of them is 200 people. 131 people were selected as sample to determine the sample size using Morgan table, sampling method is simple random method. Padsakf Citizenship Behavior Questionnaire (2000) and organizational agility questionnaire of Sharif and Zhang (2008) was used to collect data to test hypotheses. Findings: Results of step by step regression shows that, work ethic, courtesy and chivalry as the component of organizational citizenship can significantly predict organizational agility. Work ethic explains higher prediction for organizational agility. After that Courtesy and chivalry had the higher prediction respectively. Discussion: improving organizational citizenship through work ethic of organization’s personnel can strengthen the organizations goal and agility. At the second level courtesy and chivalry can be considered on the part of managers for achieving more agility in organizations.

Purpose: The purpose of this study was to present a model of competency management for organizational agility in Islamic Azad University of Tehran. Methodology: The statistical population in the qualitative section, the professors of Islamic Azad University of Tehran, number 20 and in the small department, directors and deputies of units, directors and deputies of faculties, faculty members and faculty members of Islamic Azad University in Tehran, 4134 people were selected. In the qualitative section, the purposeful sampling method, considering the saturation law, was 10, and in the quantitative section, using stratified random sampling method, and based on the Cochran formula, 352 Selected as samples. To collect data three dimensions of "individual, organizational and social" and organizational agility questionnaire with 48 questions and 16 components were used. Findings The results showed that competency management has three dimensions (individual, organizational and social). A person's dimension has seven components (decision making, knowledge and information, personality traits, service, accountability, beliefs and ethical values, and attitude and insight), an organizational dimension with eight components (leadership competence , Planning, monitoring and control, setting goals and strategies, technology, customer orientation, change management, crisis management) and social dimension has five components (workgroup, networking, behavior in relationships, inter-organizational, external).Among dimensions of competency management, organizational dimension with factor load of 0/894 has the most impact and in the first rank and social dimension with factor load of 0 706 has the least effect and in the last rank. Discussion: The results of structural equation test showed that there is a positive and significant relationship between competency management with organizational agility.

Purpose: the purpose of the current study was to produce a Model for the Effectiveness of Organizational Excellence and Agility in Urban Management on Physical, Social and Cultural Dimensions of Tehran Khak sefid area: Methodology: The method of the current study was applied in terms of purpose and in terms of data analysis was mixed research that is both qualitative and quantitative and is a descriptive survey in terms of method. The population consisted of 632 employees of Tehran's 4th district municipality, out of which 240 were selected according to Krejcie and Morgan table by simple stratified random sampling. The research instrument consisted of three researcher-made questionnaires including Urban Management Excellence Questionnaire consisting of 32 items, Agility Questionnaire on Urban Management comprising 41 items, and Physical and Social and Cultural Status Assessment Questionnaire of White Land including 27 items. For their reliability after a pilot run among 40 statistical samples by Cronbach's alpha, the reliability value of 0.802 for urban management excellence questionnaire, 0.816 reliability for urban management agility questionnaire, and 0.849 for reliability. Questionnaire was obtained and data were collected on physical, social and cultural status of Khak sefid area. Finding: Data were analyzed descriptively and inferentially. The results of data analysis showed that factors (value added in the workplace, correct leadership in the workplace, process management in the workplace, and nurturing creativity in the workplace) influence the management of urban management. Besides, factors (accountability, continuous staff growth and learning, competence in office, flexibility in the workplace, and speed in doing things) have an impact on the effectiveness of urban management agility. Finally, this model includes the components of accountability, growth, and Learning, Competence, Flexibility, Speed ​​of Action, Value Added, Proper Leadership, Process Management and Peru Rash is creativity and has a degree of fit of 0. 937.Discussion: The Effectiveness of organizational Excellence is a multi-dimensional issue and complicated that will be discussed.

Purpose: The purpose of this study was to identify the dimensions and components of organizational agility based on human resource development to provide a model of organizational agility in the Islamic Azad University of Tehran. Methodology: The present study was a mixed type (quantitative and qualitative) and at the same time it was an applied research. In this regard, the statistical population of the study includes all employees of the Islamic Azad University of Tehran in 2015- 17, which was about 6735, and using Morgan table and Cochran's formula and multi-stage cluster sampling method and relative 386 employees of the university as The sample size was considered. Data collection method was based on a researcher-made questionnaire, research literature and semi-structured interviews. And Cronbach's alpha coefficient of research tool was calculated 0.919. After distributing and collecting the questionnaires, reviewing the information and testing the hypotheses was done using structural equation modeling and SPSS, LISREL software. Findings: Finally, the research findings confirmed the five dimensions, strategic, information technology, human, organizational and cultural, as dimensions affecting organizational agility based on human resource development. The results showed that the strategic dimension of the highest average and dimensions of information technology and human, organizational and cultural are in the next ranks. Finally, confirmatory factor analysis showed that the dimensions of organizational agility based on human resource development up to 71.282%, the variance of existing indicators of organizational agility based on human resource development explains. Conclusion: From the perspective of the studied sample, respectively, dimensions: strategic, information technology, human, organizational and cultural in the scale of measurement (1 to 4) have been important to a large extent and very much in organizational agility based on human resource development.

This applied research carried out to identify the main and secondary components affecting organizational agility in the University of Petroleum Industry in Iran. In the qualitative section, by reviewing the researches and using a designed questionnaire, 13 hypotheses affecting the organizational agility of the University of Petroleum Industry have been evaluated. The statistical population includes 229 experts working in Ahvaz, Abadan, Tehran and Mahmoudabad colleges. According to the recommended results, out of 42 identified sub-components, 39 components have been confirmed as well as all 13 main hypotheses. The results show that the main effective components with organizational agility followed as organizational agility, human resource value creation, organizational leadership, strategic agility of managers, ICT management, training and empowerment of faculty and staff, establishing knowledge management, strengthening university infrastructure and university culture. It should be noted that SMART PLS software and partial squares technique were used to evaluate the hypotheses verification and recommended solutions.

The purpose of this study was to investigate the effect of business intelligence, foreign market knowledge and entrepreneurial characteristics on the speed of internationalization with the mediating role of organizational agility in SME pharmaceutical companies in Alborz province. The statistical population of this research was formed by those who hold a position and responsibility in SME pharmaceutical companies. In fact, they are decision makers. Therefore, it is possible to consider those who are part of the managerial positions, assistants, supervisors, senior decision makers, board members, and experts of different departments of SME pharmaceutical companies of Alborz province as members involved in the statistical population. did In this research, Klein's approach was used to determine the sample size. He believes that 10 or 20 samples are necessary for each variable. Considering the presence of 8 variables in the research, the sample size is estimated to be 20 times that is 160 samples. Non-probability sampling method was used. A researcher-made questionnaire was used to collect data and its Cronbach's alpha coefficient was 0.950, which indicates the reliability of the research tool. Also, the KMO test was confirmed in the validity of the research instrument construct. Smart PLS software was used to analyze the data and test the research hypotheses. The research findings out of the ten mentioned hypotheses show the confirmation of seven hypotheses and the rejection of three hypotheses. The foreign market knowledge construct did not show any positive and significant relationship with organizational agility structures and the speed of internationalization and also its mediating role was not confirmed. But other structures, namely business intelligence and entrepreneurial characteristics, showed a significant and positive relationship with organizational agility and the speed of internationalization, both directly and indirectly through the mediating role of organizational agility.

Purpose: The purpose of this study is to provide a model of organizational agility in Fars education departments with a digital transformation approach. Methodology: This study is applied research from the perspective of the purpose of agile modeling of education departments' digital transformation strategy. Based on the data collection method, it is mixed research that was done by qualitative-quantitative methods. The participants include experts familiar with the structure and organizational relationships in education. Using the purposive sampling method, 15 people participated in this study. The main tools for collecting data are interviews and questionnaires. The interview consisted of 6 initial questions in a semi-structured manner. Content analysis has been used to identify the underlying categories of the research. The structural-interpretive modeling method has been used to design the initial model. Data were performed in the qualitative phase with ATLAS TI software and the quantitative phase with MicMac software. Results: Using qualitative analysis, the views of experts were identified through content analysis, and 5 categories and 19 components were identified. Then, based on the interpretive structural model, a model was designed for organizational agility of the Department of Education. There are 5 main themes of maturity, visionary leadership, structural flexibility, knowledge-based and socialism, and 19 organizing themes in this model. Conclusion: Education as a knowledge-creating organization acts in a coordinated and directional manner by creating an agile environment, thus providing the necessary platform for increasing the flow of information to create new knowledge and increase added value in its economic fields.

The objective of present study was to identify and evaluate the organizational structure of agile universities. The research method was mixed (qualitative-quantitative). Statistical populations in the qualitative section consisted of 18 researchers in the field of organizational agility and were selected by purposive sampling method. Statistical society in quantitative section consisted of 150 members of the faculty of management at the University units of Mazandaran province. These subjects have been teaching in the universities at least for 10 years. Stratified random sampling was done considering the size of the faculty members in each college. The sample size was 90 people calculated based on Cochran Formula. Data collection tools in qualitative section were semi-structured interviews and questionnaire respondents agreed determining factor in the quantitative part questionnaire had 25 questions drawn from the results of the interviews. This question has two dimensions and evaluated the existing and desired agile organizational structure. In the qualitative data analysis methods, using the technique of open coding, axial, and selective and Kendall test showed agreement among experts; In the quantitative data analyses using descriptive and inferential statistics were used. The qualitative findings stage of the existence of qualitative show there are 7 factors and 25 indexes. Kendall's coefficient of agreement for the issue of the right size were (0.72), improving the organizational level (0.66) decreased organizational formalities, (0.67), effective communication, (0.69) now and integration (0.61) the center of decision-making (0.67) and the improvement of human resources. So these concepts were introduced as aspects of organizational structure. The findings of this assessment indicate that between the status quo and the ideal situation is marked on all sides there is a significant difference. Most of this difference in the dimensions of formalization and the lowest levels in the structure; According to the strategy managers and planners Islamic Azad University about creating agile university research findings can provide special approaches.