Strategic agility

Business evolutions, emergence of powerful competitors, rapid technological changes, change of customers' expectations, new social models, etc have required the firms to revisit their strategies continuously. Capability of a firm to agree on a change, identify opportunities and reform its resources enables it to change strategic orientations properly. New orientations need the definition of a new logic of value creation for a firm that appears in three axes of value creation, delivery and capture. In the present research, the effect of strategic agility is studied on organizational performance by examining it exactly. The population of the research is Iranian Banks at least with 5-year experience in this industry. According to the exploratory nature of the research, factors of strategic agility are identified after literature review on agility, and PLS-SEM is used to measure its effect on organizational performance according to the limitations of the sample of study. Findings show that strategic agility has a significant positive effect on organizationl performance. Also among factors affecting organizational performance with the mediator "strategic agility", collective commitment has the highest effect.

The current strategies of increasing work-life quality are being given special attention by both public and private organizations. These quality strategies have arisen because of the highly competitive environment. Also, a safe and healthy work environment that provides the opportunities for employees to enhance their loyalty, affiliation and love towards their work and organization is required in order to achieve the current and future aspirations of the organization. Accordingly, this study aims to explore the direct relationship between the variables: the strategy of work-life quality, strategic agility and sustainable competitive advantage, to identify their indirect relationships with their own dimensions. In order to achieve this, a questionnaire was distributed to both heads of companies and their deputies in large and medium Yemeni manufacturing companies, using a random sampling technique to reach 227 companies out of 554 by distributing 454 questionnaires for the selected population. Cronbach’s Alpha coefficient and exploratory statistics were carried out to identify the quality of measurements used to examine the proposed theoretical method using SEM. The results of the study are that there is a direct relationship between the variables. Additionally, there is an indirect relationship between the independent variable (strategy of work-life quality) and the dependent variable (sustainable competitive advantage) using strategic agility as a mediator in Yemeni large and medium manufacturing companies. These findings ensure the validity of the proposed theoretical model. In addition, it fills the knowledge gap regarding this issue and the findings highlight the competitive challenges that Yemeni companies must be aware of.

The present study aimed to investigate the impact of supply chain innovation on performance through the mediating role of strategic agility. The statistical population of this research consists of all employees and managers of the food industry in Tehran. Necessary data were collected with a standard questionnaire from 70 food industry managers who were selected by simple and easy non-probability sampling. The least squares method and SMART PLS software were used to analyze the model. The results of testing the hypotheses indicate the positive effect of supply chain innovation on firm performance and the positive effect of supply chain innovation on strategic agility was also confirmed. Strategic agility also had a positive effect on firm performance.

The present study was conducted with the aim of scenario planning of the future of strategic agility in the Ministry of Sports and Youth of the Islamic Republic of Iran through using future research. The method used in this research is scenario-based planning, which is designed and performed in eight steps. The method of data collection in this qualitative study was based on interview, expert panel and Delphi survey. Twenty experts with specialized knowledge or practical experience were selected as the participants of the research through using snowball sampling. In the first part, acceleration to affairs and processes, the application of new managerial competencies, innovative and agile organizational structure, the use of emerging technologies, and the existence of a system of encouragement and punishment based on strategic agility were identified as key drivers. In the second part, it identifies and describes possible and compatible scenarios based on the drivers and related uncertainties, and it was found that out of the two proposed scenarios, only one scenario is in a promising situation. According to this scenario, by increasing the speed of the affairs and processes, the use of new managerial competencies, agile organizational structure, emerging technologies, and the existence of an incentive system, we can see the improvement of strategic agility in the Ministry of Sports and Youth.