جستجوی مقالات مرتبط با کلیدواژه "چابکی" در نشریات گروه "مدیریت"

The primary objective of this research is to design a sustainable supply chain agility model in the oil and gas industry of Bushehr Province. This study employs a mixed-method approach (qualitative-quantitative), content analysis, the fuzzy DEMATEL technique, and the Analytic Network Process (ANP). The statistical population consists of managers, officials, and mid- to senior-level experts from companies operating in the oil and gas industry of Bushehr Province. A sample size of 10 managers, experts, and industry specialists was selected for each stage. The qualitative findings revealed that sustainable supply chain agility indicators are comprised of environmental factors (green purchasing, eco-friendly and economic design and packaging, environmental preservation), economic factors (adoption of information technology, responsiveness, speed, competence, flexibility), and social factors (customer collaboration, ethical purchasing, social responsibility, compliance with laws, integration of relationships, and supplier collaboration). In the quantitative section, the first stage using the fuzzy DEMATEL approach showed that environmental factors fall under the category of effect criteria, while economic and social factors fall under the category of cause variables. ANP findings indicated that among the environmental factors, the green purchasing indicator holds the highest weight (0.33), followed by the environmental preservation indicator (0.087) and eco-friendly and economic design and packaging (0.086). Among the economic factors, the speed indicator has the highest weight (0.0524), followed by flexibility (0.0513) and competence (0.0505). Among the social factors, the customer collaboration indicator (0.0439) and compliance with laws (0.0438) have the highest weight.

The research and development department (R&D) is a necessary and vital organ for all organizations that intend to be active in domestic and foreign markets, and it is of undeniable importance for domestic and international competition as one of the most important factors for achieving the goals of organizations and industries in economic progress and access to commercial markets. Hence, in the present study, the intelligent R&D management model was evaluated with an agility approach, and to this end, the data was collected from 270 participants using a questionnaire, including managers, professors, senior experts, and experts of petrochemical companies. Then, the fitted data, obtained from the structural equation model, was analyzed with the help of partial least squares method using PLS statistical software. The results of the path coefficients showed that there is a significant relationship between the research variables and the evaluation indices of the model fit. Also, it was found that the relevant model has a good fit. Therefore, it can be stated that intelligent research and development management with an agility approach has improved processes, innovation, optimized communication, and also has financial and competitive consequences for the organization.

When a business faces problems and unsatisfactory results, it is time for transformation. To define an appropriate change strategy, the organization must understand the context of the transformation and the main needs driving it. Understanding the reasons for the change will help implement it and reduce some of the unnecessary costs the organization may incur. Researchers consider strategic agility as an ongoing ability for moment-to-moment strategic sensitivity, agile collective commitment, rapid and powerful resource renewal and expansion, and as an antidote to the pain of the repetitive succession of success, decline, resilience, crises, and updates. They also consider strategic agility to result from a combination of stability in processes and people, values and ambitions, sensitivity and flexibility in views, fluidity in expanding resources, and leadership unity in creating collective commitments. Organizations use strategic agility to respond flexibly to the needs of their stakeholders in the face of various risks and pressures. The agility of the employee performance management system alone is not enough, and government organizations must respond to problems on their own by using strategic methods. In this regard, the present research explains the obstacles and limitations of implementing an agile system for the strategic management of employee performance.

Design/ methodology/ approach: 

The current research is part of applied research and is of a mixed type. To carry out the current research, the interpretive structural approach (ISM) was used, which is a cognitive mapping method for leveling and determining the relationships between indicators. To implement ISM, determining the relationships and priorities of the elements in the system is on the agenda. The validity of this method, considering its mathematical basis, examines whether the interpretive structural model correctly and accurately interprets the information in the data. Due to the standardization of the questionnaire and the data collection method, the validity of this method is different from statistical methods, and it is included in the essence of its mathematical modeling. Also, reliability in interpretive structural modeling refers to the continuity of reliability and whether the interpretive model can maintain stability and honesty in different conditions and with increasing data volume. In this way, the validity and reliability of this method ensure the accuracy and reliability of the analyses and the results obtained, which were examined in this research and confirmed by experts according to its mathematical foundations from both perspectives. The current research is part of applied and mixed research. The statistical population of the research comprised senior managers of government organizations who were interviewed with five groups of experts, totaling 18 people, which continued until theoretical saturation was achieved. To collect data, interviews were used in the qualitative part, and a researcher-made questionnaire was used in the quantitative part. The required items were collected from this statistical population in a specific way (18 people) using standard questionnaires. The qualitative part of this research, relying on critical systems, which is one of the categories of research in liberating operations, fundamentally examined and identified the system from the perspective of different stakeholders. Quantitatively, this structure has been leveled, and their relationships have been determined by examining the interpretive structure.

The research findings identified 11 obstacles, and the results show that conflicts in the rules and, as a result, the separation of informal groups in the system are the most fundamental factors preventing the growth of this system.

 Limitations & Consequences: 

This research was conducted in the public sector, with special cases related to this sector, and the results may face limitations in other sectors.

Practical Consequences: 

This research helps public sector managers identify the obstacles and limitations in the way of the agile system of strategic management of employees' performance, enabling them to address these challenges with appropriate strategies.

 Innovation or value of the Article:

 This research adds to the knowledge of this field by presenting a model for the implementation of the agile system of strategic management of employees' performance and examining its limitations.

Today, organizations experience complex and unpredictable changes and crises around them. In this situation, in order to achieve innovation and optimal conditions in complex environments, it seems necessary to go towards flexible and agile solutions. The agility of business processes in complex and dynamic conditions. In this regard, the main goal of this study is the systematic structuring of the problem of agility in business processes, one of the most important requirements of which is the use of research approaches in soft operations in the direction of the systematic structuring of the problem.

In this research, first by using the steps of meta-combination technique and then with the help of semi-structured interview tools, a sample of 18 experts, who are university professors and experts active in the field of process management, as well as people who have experience in the fields of related to the improvement of work systems and processes in different organizations, were selected, which were selected through a targeted non-random method and snowball method. In the next step of the research, the ISM approach was used to explain the communication pattern of managing agile organizational processes, which was collected with the help of a questionnaire. Finally, the data collected through the questionnaire were analyzed using the Interpretive Rating Process

Based on the answers to the questions asked in this research, first after going through the stages of synthesis and completing the required data throaugh interaction with experts, a general framework of 17 main variables was obtained. The components of the proposed main framework include appropriate culture, process leadership, process governance, human resources, technological infrastructure and organization structure as system enablers, The strategize based on improvisation, creative stability, dynamic adaptability, organizational learning and environmental understanding as capabilities of the system, continuous control and monitoring of processes, process quality management, integration of knowledge management with organizational processes and Making the components of the process management life cycle more efficient are the basic actions and measures and finally the improvement of quantitative and qualitative indicators as the result of the system. In the following, according to the conceptual framework of ISM, empowering and empowering indicators were classified into four levels. In the next step, the indicators were prioritized through the interpretive ranking process. According to the findings obtained from the research and based on ISM, the technology infrastructure component was considered as an important enabler at the highest level. According to this analysis, information technology with an influence that affects all variables including process culture, manpower and appropriate structure. organization, it strengthens the spirit of learning and transformation, teamwork and partnership in the organization and provides the basis for continuous growth of employees. Also, according to the findings of the interpretative ranking process, the leadership of the processes was given the first priority.

The results showed that IT infrastructure should be considered as an important variable in the agility system of business processes. On the other hand, according to the external performance variables expected from the implementation of the agile system in the management of processes, the process leadership component dominates the technology infrastructure enabler based on all the expected performance variables (except gaining a competitive advantage). Therefore, the organizations that want to be agile in their process management system should pay attention to the characteristics of leadership in the processes in the first place. After that, the results showed that environmental awareness, knowledgeable and competent human resources, organizational learning dimension, contingent and appropriate structures, governance, improvisation-based strategy-making, technological infrastructure, dynamic adaptation, culture and creative sustainability are prioritized respectively. The following should be considered.

Most organizations face a challenge in making strategic decisions in the current business environment. In this regard, business analysis integrates the data of an organization and provides analytical reports for the decision-making of the managers, and therefore can indirectly affect the economic performance of the company. But on the other hand, the ineffectiveness of business analysis on performance has many negative effects that could be examined. On the other hand, the quality of information and innovation capabilities with the impact of business analysis and organization agility through increasing the flexibility, speed and quality of the organization can be effective in this process. The purpose of the study is to examine the role of business analysis on the agility and performance of tile and ceramic factories. The sample size includes 360 employees and managers of Yazd province using the Cochran formula, and a questionnaire used for collecting information. In terms of purpose, this is an applied study and descriptive in nature. Hypotheses were developed based on the theoretical background of business intelligence, business analysis and performance management. The results indicate the significant effect of business analysis capabilities on information quality (with a path coefficient of 0.598) and innovation capabilities (with a path coefficient of 0.463). Information quality and innovation capabilities effect on the dependent variable of agility with path coefficients of 0.482 and 0.359, respectively. The effect of agility path on performance has the highest path coefficient (0.770).

The purpose of this research is to design the human resource agility model in the Ministry of Justice. This research is in terms of philosophy, interpretation, inductive approach, and the goal is developmental-applicative, and in terms of the nature of the data, it is of a qualitative type using thematic analysis method. 11 people were selected for purposive sampling and continued until the theoretical data saturation stage. Data collection was done through semi-structured interviews. To ensure the validity and reliability of the research data, two methods of review by participants and review by colleagues and intra-coder reliability were used. Data analysis was done by thematic method and using MAXQDA software. As a result, the human resources agility model in the Ministry of Justice consists of 94 basic themes, 21 organizing themes and 6 main or comprehensive themes, including management and leadership, organizational climate, efficient human resources information systems, strategic agility, behavioral agility of human resources and structural agility. Therefore, the efforts of the managers and policy makers of the Ministry of Justice to implement the identified categories in this ministry and paying attention to the identified indicators can make human resources agile in this ministry.

 The purpose of this study is to test the relationship between human resource management functions and organizational resilience in some Lebanese organizations. The hypotheses are to see the impact of two human resource management functions (training& development; recruitment &selection), on two organizational resilience dimensions (agility & robustness).

Design/ methodology/ approach: 

  The exploratory research design was adopted for this study. Quantitative method used to test the relationship. Questionnaire based on 5-point Lickert scale was used to collect data. One hundred fifty respondents completed the survey. Inferential statistical tools such as correlation and regression analysis were used in testing the stated research hypotheses.

  Results showed that two human resource management functions (Training& Development; Recruitment &Selection) affect organizational resilience (Agility &Robustness).

Limitations & Consequences:

  Not all the organizations accept to apply this study. Some of them refused, we tried to send email for them to explain the importance of this study, but they refused. 

Practical Consequences: 

 Human resource managers can use this study to develop targets in their organizations and to support some organizational resilience dimensions. It allows human resource managers to make decisions related to organizational resilience.  

Innovation or value of the Article:  

This research is among the rare studies that have tested the correlation between human resource management functions and organizations resilience dimensions. In addition to that, this study goes deeper in choosing two human resource management functions and two organizational resilience dimensions, studies before focus on individual resilience.

Nowadays, many organizations in the real world have come to the conclusion that the implementation of Business Process Management (BPM) systems has led most of them towards formal structures. In fact, it has reduced their ability to respond effectively and be agile in the face of changes, especially in complex systems, and has even disrupted its implementation. In this regard, the primary aim of this research is to present a framework for agile management of organizational processes by drawing upon concepts from the theory of "Complex Adaptive Systems" within the organization.

To achieve the mentioned objective, the research took the following steps: In the first step, 18 experts were interviewed to identify the effective components in the framework of agile organizational process management. This was done to enhance adaptability and agility within the organizational process management system. In the second step, the Interpretive Structural Modeling (ISM) approach was used to explain the systemic connections of agile organizational process management.

Following the analysis of the interview data and the extraction of primary codes in the first step, the data were categorized into four overarching themes: (1) preparation and basic infrastructure, (2) responsiveness, (3) learning and growth of performance indicators. These themes exhibited a reliability coefficient of 77.7. The subsequent stratification of structural equations and intra-system communication revealed the proposed framework's constituent components. Preparation included factors such as fostering an appropriate culture, process governance, competent human resources, technological infrastructure, and organizational structure. Accountability-related factors encompassed strategy development based on improvisation, creative sustainability, dynamic adaptation, and process leadership. Learning components comprised organizational learning and environmental understanding. Finally, growth and improvement of performance indicators encompassed both quantitative and qualitative metrics. According to the ISM conceptual framework, these variables were organized into four hierarchical levels.

The research findings underscore the critical role of information technology infrastructure in enhancing the agility of business process management. This component emerged as the most vital element and was positioned in the fourth level, signifying independence. Strengthening technological infrastructure can positively influence process-oriented culture, human resources, and organizational structure, thereby promoting a culture of learning, collaboration, and partnership within the organization. This, in turn, lays the groundwork for continuous employee growth and development, ultimately resulting in competitive advantages, profitability, and the creation of societal value, among other outcomes. Within the top-level category (level 4), two components, the ability to devise strategy through improvisation and the capacity to maintain the organization on the edge of chaos (creative sustainability), were identified as dependent variables. These variables are amendable and serve as targets or outcomes within the system. Consequently, an emphasis on the broader system's components may empower organizations to develop these two critical capabilities, enabling them to navigate complex and dynamic environments effectively.

Nowadays, the complexities of the business environment, uncertainty and environmental fluctuations, has made the supply chain vulnerable to various types of risks; Supply chain resilience is aimed at preventing the supply chain from moving to undesirable conditions and restoring supply chain after disruption in the least time and at the least cost. Therefore, identifying and analyzing supply chain resilience factors is very important. The current research was carried out with the aim of identifying and ranking the resilience indicators of the supply chain in the food industry. Resilience indicators in each of the four dimensions of agility, flexibility, leanness and robustness were determined by studying and reviewing the literature. The research questionnaires were completed by 15 experts selected by Purposive sampling. Analyzes showed that the most important dimension of supply chain robustness was selected, with the weight of 0.399 being the most important dimension of supply chain resilience, followed by agility, leanness and flexibility. Next, ratings on each dimension were identified, with reactivity being identified as the most important indicator of agility, and inter-organizational readiness, information control system and visibility were selected as the most important indicators of flexibility, leanness and robustness of supply chain.

The aim of the current research is to explain the model of human resource agility in the Ministry of Justice. This research is of applied type, and in terms of method, descriptive-correlation. The statistical population of the research includes all employees of the central headquarters of the Ministry of Justice, in the number of 300 people, of which 169 people were estimated as a statistical sample based on the Cochran formula and were selected randomly. Data were collected through a researcher-made questionnaire. In order to ensure the existence or non-existence of a causal relationship between the research variables and to check the suitability of the observed data with the conceptual model of the research, indicators and items of human resource agility were tested using the structural equation model. In this research, structural equation modeling and the partial least squares (PLS) method were used to test the assumptions and model fit. Examining the fit indices of the model indicates that the structural model of the research has a good fitting condition. According to the findings of the research, the validity of all indicators and items of human resource agility was confirmed. the results showed that the t value of the human resource agility indicators in the Ministry of Justice is higher than its critical value at the level of 5 percent (1.96), and therefore the validity of the human resources agility indicators and items was confirmed.

One of the principles and teachings4 of any military-police organization is agility. For their agility, these organizations need an agile logistics and, accordingly, an agile transportation. Therefore, the aim of the current research is to identify and rank the agility criteria of heavy transportation of a military-police organization.

The current research method is of a hybrid type and based on a questionnaire tool. The statistical population of the research includes senior managers of logistics and experts of transportation and movement in the studied military-police organization. In this research, first with library studies, primary criteria and sub-criteria in heavy transport agility of a military-police organization were extracted and research questionnaires were compiled. Then these questionnaires were distributed among research experts. To determine the validity of the research, Lausche's coefficient was used and to check its reliability, Cronbach's alpha coefficient was used. To determine the weight of these criteria and sub-criteria, the best-worst method5 was used, which is a relatively new approach in factor weighting and pairwise comparisons.

In order to fulfill the purpose of the research, 23 sub-criteria were identified in the form of three main criteria including "flexibility and resilience, ability to use facilities and safety and high supply power". With the first questionnaire, the validity and reliability of research criteria and sub-criteria were proven and the best and worst criteria and sub-criteria were calculated. In addition, with the second questionnaire, the weight of these criteria and sub-criteria was determined by the best-worst method.

The main criterion of "flexibility and resilience" has the greatest effect on the agility of heavy transport of the studied military-police organization. Other main criteria, i.e. "facility utilization power" and "safety and high supply capacity" are in the next priorities, respectively.

The main purpose of this study is to identify and evaluate suppliers based on traditional, lean and agility criteria and rank them with the combined approach of fuzzy Delphi,SWARA and ARAS in Saipa Company.The research method is applied in terms of purpose and descriptive-survey in terms of data collection.First, key functional sub-criteria(traditional,lean and agile)were identified and then fuzzy Delphi technique,the effectiveness of these criteria was evaluated in Company.The statistical population in this part of the research is 30 experts and managers of the company, who due to the limited size of the community,all members of the community were considered as a sample.The fuzzy Delphi output showed that out of 20 sub-criteria identified after evaluating the experts,17criteria were finally approved.Then,using the new SWARA decision-making technique and applying the opinions of 30experts, the criteria and sub-criteria were evaluated and their weights were extracted.In traditional criteria,the sub-criteria"costs"with the highest weight in terms of importance in the first place and"operating capacity"in the last place;In lean criteria,the sub-criterion of"elimination of waste"as the most important and"supply of materials according to the needs of the industry"in the last rank;In the agility criteria, the sub-criteria of "flexibility"in the first place and"strong supplier communication"in the last place are extracted.In the final evaluation of the main criteria of the research,the criterion of"agility"was in the first place, the criterion of"lean"was in the second place and the criterion of"traditional"was in the last place.The proposed approach of this research provides a valuable conceptual framework to company managers to improve the status of suppliers.

This study aims to present a comprehensive model of agility in business process management by using the concept of "edge of chaos, " which is attempted through interviews with 18 experts. The effective components in the framework of agile organizational process management were identified so that in a complex and dynamic environment, in order to achieve agility in process management, the balance between the internal order of process management and the disorder caused by environmental dynamics can be maintained. After analyzing the findings and extracting primary codes (273 open codes), central codes (17 codes), and five selective codes with a reliability coefficient of 77.77, a conceptual model modeled on Strauss and Corbin's paradigm was drawn.Introduction Today, concepts related to the science of complexity and the edge of chaos have become essential to modern management's vocabulary of theory and practice. The edge of chaos is a space where freedom of action and dynamism are combined with order and stability, the output of which will be accompanied by creativity and innovation. Therefore, the management of agile processes based on chaos theory can be considered a framework for managing organizational processes, which, in addition to maintaining the benefits of formalization and standardization of processes, also enables the adaptability of processes and their agility in general. This research seeks to model this new look and attitude in process-oriented organizations looking for agility in complex work environments.Materials and Methods This study is a type of developmental research that follows interpretative philosophical foundations and an analytical, inductive approach and seeks to model data through qualitative strategies and interviews with 18 experts, who were selected using a non-random method and a snowball technique and considering that the nature of the proposed model will be used to solve a problem in process organizations, its orientation is practical.Discussion and Results The Results showed that the causal conditions of the model include appropriate culture, process governance, competent human resources, technological infrastructure, and environmental understanding and recognition. Intervening factors include continuous control and monitoring of processes, leadership characteristics, and platforms, including Strategizing based on improvisation, structure and organization, creative stability on the border of chaos, dynamic adaptation, organizational learning and strategies required in the model, quality management of processes, integration of knowledge management with organization processes and efficiency of life cycle components include, their use will aim for the improvement of quantitative and qualitative performance indicators.ConclusionsAccording to the existing research gap, to deal with the concept of managing agile business processes in complex environments, there is a need for a comprehensive and systematic look at managing agile organizational processes to help organizations deal with complex issues in chaotic border environments. For this purpose, a framework can be designed: First, in order to achieve agility in the management of organizational processes (a central category), the existence of primary conditions, including suitable culture, process governance, competent human resources, technological infrastructure, and environmental understanding and Intervening factors include: continuous control and monitoring of processes and leadership, in contexts and conditions including strategy-making based on improvisation, structure and organization, creative stability on the border of chaos, dynamic adaptation, organizational learning and through management strategies The quality of the processes is the integration of knowledge management with the organization processes and the optimization of the life cycle components, which will ultimately lead to attention to these issues, the promotion and improvement of quantitative and qualitative performance indicators

 Today, banks have become one of the most important sectors of countries'' economies; Thus, banks provide resources for economic development and transformation, job creation, innovation and competition in any market. In this regard, the main goal of this research is to investigate the role of agility in the entrepreneurial decision-making of bank managers. The statistical population includes managers and experts of Sepe Bank branches in West Azerbaijan Province. This research is a developmental research and a type of quantitative-qualitative research. In the qualitative stage with 11 managers. Structural equation methods were used in a quantitative part. In this part, a closed-ended questionnaire with 28 primary items resulted from the qualitative stage of design and among the research community, which includes managers and experts in the administrative field of the province, according to the use of confirmatory factor analysis, the sample can be up to the limit. Acceptance continued for this exam, which included 145 people. In order to examine and confirm the validity of the entrepreneurial decision-making questionnaire based on agility based on the dimensions and items extracted from the exploratory factor analysis, the second-order factor analysis model was used. According to the findings, the most important factors were entrepreneurial decision-making and economic factors, and the most important factors were the experience of failure in management, financial resources, and business intelligence.

Nowadays, The agile approach in human resource (HR) is a principal factor analyzed by most entities, and agility is achievable using agile HR. The administrative organizations managing holy shrines and their related institutions (locally known as “Holy Astans”) comprise many entities and provide a vast potential for development. Hence, it is important to evaluate their human resource department. As the title indicates, a qualitative approach, and a Grounded Theory based on the Strauss, A., Corbin (1990) approach was adopted for the study. Twenty-eight management experts and elites of Holy Astans were selected using targeted sampling. The results were obtained using MAXQDA v.2020. Through a coding process, 1643 open codes, 81 concepts, 21 subcategories, and 6 main categories were derived, their characteristics in Holy Astans were analyzed, and the model was designed. The model comprised of casual conditions (Change in expectations, the need for a new and fresh approach for HR and Hierarchy combined with bureaucracy in Holy Astans), main phenomenon (organization agility regarding Holy Astans' human resources), intervening conditions (including comprehensive popular support, the sense of pride and satisfaction of serving the holy Astans and interest in sincere service, abundant endowments and financial resources, the nature of the existence and finaly,the prevailing spiritual and mystical environment.), contextual conditions (challenges and obstacles to achieve agility), strategies (including correctly performing services, agility in managing Astans, paying attention to knowledge and information, flexibility, preserving the dignity of pilgrims and neighbors, clarifying the organization's goals and strategy for employees, promoting Islamic ethics among employees, proper performance assessment with appropriate feedback, delegation of authority and "qualified and competent human resources" and finaly, consequences (modifying and improving the service provision for agile Holy Astans in Iran).

Today, the world is facing constant changes in society, laws and the economy. This emphasizes the need to develop employees' work skills and their ability to adapt flexibly to changing circumstances. Paying attention to the agility of human resources, which is the main asset of the organization, can help the manager to make the right decisions in organizational crises. The concept of agility in human capital is the knowledge readiness of employees for fundamental changes in processes, structure and culture that will satisfy domestic and foreign customers. The purpose of this study is to provide a model of human capital agility in government organizations. The research was conducted with a combined approach using content analysis and structural equations. Data collection tools are semi-structured in-depth interviews and questionnaires. The statistical population in the qualitative section includes 14 managers of the organization and in the quantitative section, all employees of the agricultural jihad in the northern provinces. The sample size was 350 people. The results showed that in the qualitative stage 4 comprehensive themes; Individual characteristics, interpersonal characteristics, strategic characteristics, job-related characteristics and 9 main themes were extracted. The reliability of the factors was above 0.7. Standardized factor load coefficients, team characteristics had the highest score (0.836) compared to other themes. It has been suggested that relevant organizations, in order to increase the agility of human capital, pay more attention to team characteristics from the main themes to the comprehensive themes of interpersonal characteristics of employees.

Strategic agility is an developed type of agility that, in addition to rapid response, pays special attention to the strategic aspect and predicts environmental changes before they occur. The present study aimed to investigate the dimensions of the strategic agility development model of the organization based on human resource management measures in Golestan Gas Company.

The method of the present research is descriptive-survey method and applied in terms of purpose Statistical population in the quantitative section, all official employees of Golestan Province Gas Company with 846 people Sampling of the present study according to the statistical population, was in the form of multi-stage relative clusters with Cochran's formula and 264 people. Data were used through structural equation modeling (SEM) with a Structural Researcher Questionnaire.

The research findings showed from the respondents' point of view in the research, the use of information is effective in explaining the causal conditions.

The results indicate that the strategic agility development model of the organization is based on human resource management measures with 16 dimensions in terms of causal conditions, background conditions, intervention conditions, strategy and consequences (increasing integration, acquisition). Competitive advantage and improve the performance of the organization

Agility means quick thinking with a smart way and the most flexibility;  Agile organizations must be able to respond to changes that are likely to occur in the organization. Agile organizations are able to perform best in a competitive environment that is constantly unpredictable and changing, and in fact have the ability to respond to the environment in a timely manner effectively. With regard to the above, the present study has been written with the aim of providing a strategic model for achieving agility capabilities in defense organizations using the data-based method. The present research is applied research in terms of purpose, field research in terms of situation and futuristic research in terms of time. In this study, in order to present a strategic model of documents and official reports related to agility, 20 experts were interviewed to conduct a survey during the coding process. Based on the codings, 1025 codes extracted from upstream documents, theoretical foundations and interviews, 112 concepts and 34 categories. Then, in the category of discovery category, these concepts are categorized in the form of 34 categories with a common axis and in the coding phase, thirty-four categories, the main dimensions of the initial conceptual research model including "4 causal categories", "4 intervention categories", "3 environmental categories" , Formed "19 strategic categories" and "4 consequential categories". It can also be concluded that if agility promotion strategies are implemented, defense organizations will become a "dynamic organization", a "position-oriented organization", a "changeable organization" and a "growth-oriented organization".

AbstractThe pace of change in today's world has led businesses to take agility and upgrade essential capabilities to meet environmental challenges. Agility, or the ability to adapt quickly and in a timely manner to changing international markets at low cost and high added value, must be considered in marketing capabilities. Therefore, in the present study, after presenting the model with a qualitative approach through in-depth semi-structured interviews with health tourism industry experts, university professors and identifying the agility dimensions of marketing capabilities, in the next step using the best-worst method BWM (by selected experts In the health tourism industry), which is one of the newest and most accurate weighting techniques, the importance and prioritization of the obtained concepts have been determined. The results of this research led to the ranking of 14 main concepts that were presented in the form of a paradigm model and their priority was determined.

The aim of this study was to design and explain an agile leadership style model using an interpretive structural approach.

This research is based on mixed research and qualitatively and quantitatively in the deductive-inductive paradigm, which is applied in terms of purpose and descriptive in terms of nature and method. The statistical population of the research in the qualitative and quantitative part consists of 30 senior and middle managers of knowledge-based companies in Lorestan province who have been selected based on purposive sampling method. In the qualitative section, semi-structured interviews were used to collect data, the validity and reliability of which were confirmed using CVR and Kapai-Cohen test. The data collection tool in the quantitative part is a questionnaire which validity and reliability were examined using content validity

The research results show the indicators and components of agile leadership style in knowledge-based companies. Thus, the research findings include the identification of 22 agile leadership style indicators at five levels (first, second, third, fourth and fifth) and are described in the final model.

The operation of knowledge-based companies in a change-rich environment that requires rapid response and appropriate adaptation to these changes requires the presence of agile leaders with unparalleled flexibility and environmental awareness and the ability to make rational and effective decisions in a complex environment. Stable and rapidly changing knowledge-based organizations can bring these organizations to the shore of success by going through dramatic changes and transformations.