جستجوی مقالات مرتبط با کلیدواژه « Organizational Agility » در نشریات گروه « علوم انسانی »

This research was conducted with the aim of investigating the effect of knowledge absorption and organizational agility on innovation in business and financial process with regard to the moderating influence of organizational inertia. The statistical population of this research was the senior managers and financial employees of the companies under the Persian Gulf Holding Group. The statistical sample of the research was 165 senior managers and financial employees of companies under the Persian Gulf Holding Group, and the same number of questionnaires were completed. The information collected by questionnaires was analyzed by SPSS24 and Smart PLS3 software using structural equation modeling. The analysis of the information collected from the research questionnaires at the 95% confidence level showed that there is a positive and significant relationship between the absorption of knowledge and innovation in business and the financial process, that is, with the increase of knowledge absorption, the amount of innovation in the business and financial process will increase. . There is a positive and meaningful relationship between organizational agility and innovation in business and financial process, that is, with the increase of organizational agility, the amount of innovation in business and financial process will increase. Organizational inertia does not play a significant moderating role in the relationship between knowledge absorption and innovation in business and financial process. Organizational inertia does not play a significant moderating role in the relationship between organizational agility and innovation in business and financial process.

The increasing importance of organizational agility in the past three decades has led to its increased application in this field. This research aims to present a model of organizational agility for the Iranian Charity Organization (ICO) with an emphasis on public participation in developing sustainable cities.

The purpose of this research is a developmental-applied study that was conducted with a mixed exploratory (qualitative-quantitative) approach. Qualitative content analysis was used to design the organizational agility model for the development of public participation using Clark and Brown's 6-step coding method. Textual data related to the research topic were analyzed, and agile themes were identified. Then, an organizational agility model based on the development of public participation with an overarching theme, 6 organized themes, and 22 basic themes was developed and proposed. In the quantitative part of this research, a survey was conducted among the managers and heads of endowment departments and charity organizations in the whole country. Two hundred twenty questionnaires were distributed among the statistical population; with continuous follow-up and using Cochran's formula, 200 people were selected randomly. Data collection was done through a researcher-made questionnaire, and PLS-Smart software was used to evaluate the external and internal validity of the model. The goodness of fit index, or GOF, is used to measure the overall strength of the research model. This measure is a number between zero and one; the closer it is to one, the better the quality of the model will be. Obtaining a value of 0.798 for the goodness of fit index (GOF) in the research model indicates a very good overall fit of the model.

Surveys show that waqf plays an essential role in the sustainability of cities in various dimensions, including economic, social, cultural and environmental. Waqf can be used as a sustainable source of financing urban development projects, especially in the fields of education, health, housing and social welfare. Endowments can play a role in improving the quality of life of city residents, especially in the fields of education, health and social services; and help preserve and restore the cultural and natural heritage of cities.The findings showed that organizational agility in promoting public participation is a multi-dimensional structure that includes the following 22 dimensions and indicators:Individual competencies (employees' competence, managers' competence, and the competence of dedicated people), customization and quality improvement (trust, understanding of needs, access to services, sense of responsibility, humility and respect), virtualization (outsourcing of services, supply of goods, provision of face-to-face services), institutionalization of education and learning (clarification, free access to information, flexibility, improvement of joint operation processes) and extra-organizational interaction (interaction with influential people, interaction with institutions, interaction with organizations).Strengthening these dimensions can increase the ability of organizations to adapt to environmental changes, respond to the needs of stakeholders and leverage active public participation to guide cities towards sustainable development. In addition, the external model showed satisfactory composite reliability and convergent validity, and all factor loadings exceeded 0.4 in the first-order factor analysis. Second-order factor analysis showed that all path coefficients were significant and confirmed the causal relationships between dimensions and components.

The proposed model, in the form of a multi-dimensional construct, provides a useful framework for understanding the nature of organizational agility in developing public participation in ICO for officials, managers, and experts in this field. Based on the results of the research, it is suggested to the top managers of the Oghaf organization that they make the organization agile through the implementation of all six dimensions obtained and that people's participation in this organization should be increased while becoming agile. Individual competencies state that the agility of endowment and charity organizations in order to increase public participation requires emphasizing the competencies of key stakeholders, including managers, employees, and endowment members. Emphasis is placed on the use of a competence approach in training employees and developing managers. Interactions outside the organization state that the agility of the endowment organization in order to increase people's participation requires the development and expansion of extra-organizational interactions. It is suggested that the managers of the organization strengthen these interactions, including interactions with related organizations, NGOs, and influential people in society.

The purpose of the research was to investigate the role of academics' boundary-spanning in organizational innovation by mediating organizational agility in technical and engineering faculties of public universities in Tehran. The research method was mixed-exploratory (qualitative-quantitative). In the qualitative part, it was considered to identify the characteristics of academics' boundary-spanning in state universities. So, 15 faculty members of public universities were purposefully selected and interviewed. The interviews were analyzed using coding, and 48 open codes, 9 central codes were identified and they were placed in three categories: Personal characteristics, Job characteristics, and Organizational characteristics of academics' boundary-spanning were placed in three categories. The research method in the quantitative part was descriptive-correlation. The statistical population of technical and engineering faculty members of public universities in Tehran was 2189 people in 1402, which was determined by using Cochran's formula, the sample size was 327 people, and sampling was done using stratified (relative) random sampling. The data was collected using the researcher-made questionnaire of academic's boundary-spanning, questionnaire of organizational innovation and the organizational agility. Cronbach's alpha coefficient and confirmatory factor analysis were used to determine the reliability of the tools. Data analysis was done with Pearson correlation test and structural equation modeling technique with SPSS and LISREL 8.80 software. The findings showed that boundary spanning has a positive effect on organizational innovation and organizational agility, and organizational agility has a significant effect on organizational innovation. Also, the mediating role of organizational agility in the effect of boundary spanning on organizational innovation was confirmed. As a result, in order to survive in a competitive environment, higher education should innovate in the processes of education, research and scientific production by using the strategy of boundary spanning and improving organizational agility

he Purpose of this Research is to Investigate the Relationship Between Human Capital and Achieving Organizational Agility. This Research is Practical and in Terms of its Nature and Method, it is Alassified as Correlational Research. The Statistical Population of this Research Consists of all the Employees of Knowledge-Based Organizations in Isfahan (518 people). Using Cochran's Formula, the Sample Size was Considered Equal to 140 People. The Members of the Statistical Sample were Selected by Simple Random Sampling and Participated in the Research. The Data Collection Tool is A Researcher-Made Questionnaire Whose Validity has Been Confirmed by Professors and its Reliability Through Cronbach's Alpha Measurement. In Order to Analyze the Data, Descriptive Statistics and Inferential Statistics were Used.. The Results Indicate that Human Resource Capability, Human Resource Knowledge, and Human Resource Creativity in Human Capital have a Significant Relationship with Achieving Organizational Agility.). Human Capital is the Key for the Economic Growth of Societies

This study was done to explore the impact of strategic agility on the behavioral intentions of customers in Asia Insurance Company. The study is a quantitative correlational research in terms of design, applied in terms of the purpose, and descriptive in terms of the observation and the amount of control on the variables, and survey and field study in terms of the nature and method. The statistical population consisted of 367 employees and experts of Asia Insurance Company in Khorasan Razavi Province, Iran. Using Cochran's formula, 188 employees were randomly selected for this study. The data collection tool was Ahmadzadeh's (2023) Standard Strategic Agility Questionnaire for and Zeithaml et al.'s (1996) Customers Behavioral Intentions Questionnaire. The construct validity of the questionnaires was evaluated and confirmed by confirmatory factor analysis and their reliability was evaluated and confirmed using the composite reliability coefficient. The inferential analysis of the data was done in line with the testing of the hypotheses through structural equations modeling and by using the maximum likelihood estimation method in AMOS. The results of indicated that the strategic agility of Asia Insurance Company impacted the customers’ intention to oral advertismet, intention to recommend the company to others, intention to be loyal to the company, intention to buy more from the company, and intention for paying more.

In today's highly competitive sports environment, where businesses compete without regard to geographical boundaries, achieving and maintaining a leading position in the industry has become a challenge. Value creation in sports organizations based on knowledge entrepreneurship has become increasingly important due to the necessity of coping with various changes, especially in the technology domain that has emerged in the sports and technology environment. Organizations and businesses in sports, particularly with increasing competition in the sports market, play a crucial role in their success through productivity and efficiency. Therefore, this research examines the impact of technology intelligence on the sustainable performance of sports businesses, as well as the mediating roles of organizational agility and customer agility in realizing the full potential of technology intelligence as influential background factors. This research employed a quantitative research method based on a descriptive-survey approach for the research model examination. The statistical population of this study consisted of all managers and individuals engaged in sports businesses. To determine the minimum sample size in PLS-SEM, the rule of thumb of 10 times was applied. Accordingly, due to the improvement of research reliability, a sample size of 250 individuals participated in the study through online convenience sampling. The sports businesses investigated in this research comprised three main sectors. The first section included sports service clinics (such as sports massage, corrective exercises, and rehabilitation), and fitness clubs (sports consultancy, private and general coaching, fitness clubs, virtual sports services, sports performance analysts, and sports camps). Finally, the third section encompassed sports goods manufacturing companies and sports goods stores. A questionnaire with two sections was used to collect research data. The first section included participants' demographic information, while the second section was used to collect data on the four main variables of the research (technology intelligence, sustainable performance of sports businesses, organizational agility, and customer agility). All questionnaires in this study utilized a 5-point Likert scale. The questionnaire was sent to sports management professors for face and content validity confirmation. Thirteen of these professors provided their feedback to the research group, which was incorporated into the questionnaires. Furthermore, the reliability of the research structure was confirmed through Cronbach's alpha and composite reliability. Descriptive statistics were used to analyze the demographic characteristics of the population using SPSS version 27 software, and for hypothesis testing, PLS-SEM and Smart PLS version 3.2.8 software were utilized. Additionally, statistical tests including path coefficients, importance of path coefficients, and variance explained by the inner constructs were employed, as well as the Sobel and Goodman mediation tests for hypothesis testing. This study was conducted on sports businesses, focusing on analyzing the effect of technology intelligence on the sustainable performance of sports businesses with the mediating roles of organizational agility and customer agility. The results showed that the effect of technology intelligence on the sustainable performance of sports businesses was not significant (β = 0.073), but technology intelligence had a positive and significant impact on organizational agility and customer agility (β = 0.66; β = 0.604). Furthermore, the effects of organizational agility and customer agility on the sustainable performance of sports businesses were positive and significant (β = 0.318; β = 0.513). Ultimately, the effect of technology intelligence on the sustainable performance of sports businesses with the mediating roles of organizational agility and customer agility was positive and significant (β = 0.210; β = 0.310). The application of information technology enables organizations to maximize their investments and use of technology, leading to increased agility and competitive advantage. Technology intelligence also influences various aspects of agility in sports businesses, such as human resource agility and innovation agility (Jinkins, 2021). Another study by Olan et al (2022) found that "implementing artificial intelligence technologies alone is not sufficient to improve organizational performance", therefore, it can be acknowledged that the mediating role of organizational agility can be instrumental in creating competitive advantage with value creation capability and formulating sustainable strategies for sports businesses. Sports businesses, due to their highly dynamic market and intense competition, strive to enhance their agility. Organizational agility and customer agility are two important factors that can help sports businesses compete effectively (Hu and Kee, 2022). Improving the performance of sports businesses and utilizing innovative technologies, including technology intelligence, can enable them to achieve optimal performance in a dynamic and competitive business environment. The use of technology intelligence allows sports businesses to utilize their data and respond to the needs of their customers through data analysis. This enables sports businesses to improve their products and services, increase customer satisfaction, and find the best solutions for enhancing their performance with organizational agility. In essence, technology intelligence helps sports businesses stay up-to-date and quickly adapt to environmental changes and customer needs. Moreover, with the use of technology intelligence, sports businesses can enhance their productivity and promptly respond to the needs of their customers. Technology intelligence helps sports businesses maintain their growth and development by utilizing innovative technologies and ensuring optimal performance in the competitive environment they operate in (Smith et al, 2004). Sustainable performance of sports businesses can be achieved through the mediating role of organizational agility and customer agility. By focusing on improving business performance, innovation capability, and leveraging new technologies, sports businesses can gain a competitive advantage in a dynamic business environment. In this regard, technology intelligence plays a crucial role in effectively using and deploying innovative technologies, identifying customer needs, and designing new products and services, leading to sustainable performance. This study confirmed that technology intelligence does not directly affect economic, social, and environmental performance, and organizational agility and customer agility play a mediating role.

The Current Research Was Conducted With the Aim of Investigating the Intervention Role of Organizational Agility in the Impact of Information Technology Strategies on the Improvement of Organizational Architecture. This Research is of a Descriptive-Correlation Type and the Statistical Population of the Research Includes Managers and Experts in the Technology Field of Private Organizations in Tehran. With the Simple Random Sampling Method, 187 People Were Selected as a Sample Using Morgan's Table. A Researcher-Made Questionnaire Was Used as a Data Collection Tool. The Reliability and Validity of the Tool Have Been Confirmed by Cronbach's Alpha and Confirmatory Factor analysis, Respectively .In Order to Analyze the Data, Pearson's Correlation Coefficient and Confirmatory Path Analysis Were Used Using LISREL Software. The Results of the Research Show that Information Technology Strategies Have a Positive Direct Effect, a Positive Indirect Effect and a Positive and Significant Total Effect on the Improvement of Organizational Architecture at the Level of 0.05. Organizational Agility has a positive and Significant Direct Effect on the Improvement of Organizational Architecture at the Level of 0.05. Information Technology Strategies Have an Indirect, Positive and Significant Effect on the Improvement of Organizational Architecture at the Level of 0.05.

The newest and the best way for organizations to succeed and survive is to focus and pay attention to the agility of organizations. Agility of organizations is a comprehensive and conscious response to changing needs in competitive markets and success is one of the opportunities that organizations face. Since knowing the factors affecting organizational agility can be a great help in obtaining the necessary information in chaotic and turbulent environments and lead to capturing the advantageous aspects of the changing currents. The purpose of this research is to investigate the effect of the quality of corporate governance in Islamic banking on the agility of Iranian banks. In order to test the research model, methods of confirmatory factor analysis, structural equation modeling and multivariate regression were used. The data needed for the research was collected by means of a questionnaire from 398 managers, deputies and senior officials of private and state banks in Iran. The research results show that corporate governance in Islamic banking has a positive and significant effect on the agility of Iranian banks. This means that increasing the quality of corporate governance mechanisms increases the ability of banks to react to potential changes. Owners and shareholders are advised to establish corporate governance mechanisms to increase organizational agility in order to grow their wealth in a competitive market or to stabilize their business status in a changing environment. To the policy makers of the micro levels of economy are also recommended to design and compile comprehensive and efficient corporate governance regulations and laws in order to improve the corporate governance mechanisms related to the management, supervision and ownership structure of banks.

The purpose of this study is to investigate the relationship between information technology mastery and organizational productivity in female employees of sports complexes of Tehran Municipality with the mediating role of organizational empowerment and agility. Which is done by descriptive-correlation method. The statistica l population includes 1350 managers and female employees of sports complexes of Tehran Municipality Organization. The statistical sample was calculated using Cochran's formula of 300 people. The sampling method is simple random and the data collection tool is a standard questionnaire Total reliability of questionnaires using Cronbach's alpha test / 75. Findings indicate that the correlation between the two variables of technology mastery and empowerment with a coefficient of / 463. In the first place and mastery of technology and organizational productivity / 420. In second place and empowerment and productivity / 408. In the third place, mastery of technology directly and indirectly affects organizational productivity. In the direct way, mastery of technology with the components of proper distribution of information, reduction of financial costs and indirectly through the effect on organizational agility and Empowerment affects productivity.

The purpose of this study is to investigate the role of social wear in organizational inertia, with the role of mediating organizational agility in school principals of West Azerbaijan province, which is in terms of the philosophy of research, quantitative in terms of purpose, is applied and in terms of data collection and analysis of them is descriptive correlational method and structural modeling. The statistical society includes all school principals of West Azerbaijan province with 386 people. As simple random sampling based on Morgan's table, 386 people were selected as samples. The data collection tool is a standard questionnaire, and the reliability of the questionnaires was confirmed based on Cronbach's alpha coefficient. Data analysis was performed using SSPS22 and LISREL software in two descriptive and inferential levels. Findings of structural equation modeling showed that the default of causal modeling is that is, univariate normality. The relationship between all variables was significant at the level of 0.01. A comparison of results showed that there is the highest correlation between social attrition and organizational inertia and the lowest correlation between organizational agility and social attrition. Also, organizational agility as a mediator variable has a significant relationship with social attrition and organizational inertia It can be concluded that the results of the research are rooted in the attitude of managers in the bureaucratic organizational environment. Therefore, it is expected that with group spirit and efficient human relationships, this type of negative attitude can be overcome in employees and minimize performance wear and move towards the agile organization.

This research seeks to present a religious model for the concept of organizational agility by analyzing and studying the implications of verses and traditions; Therefore, by reviewing religious sources and verses and hadiths whose meaning has indications of agility, data were identified and analyzed using qualitative research methods and theme analysis tools. The results of the theme analysis process led to the identification of 83 basic themes, which are categorized into 14 organizing themes and the organizing themes themselves under 6 overarching themes under the headings of Jihad work, intelligent planning, holisticism, creating a strategic position. and proactive dealing with the environment, organizational dynamics and work conscience are divided in order to provide an appropriate model of organizational agility based on religious teachings while explaining. At the end of the research, organizational agility forming values ​​including three components of mujahidan effort, trust in divine tradition, and stability and perseverance have been identified, which can be considered as the fundamental values ​​of the organization in achieving optimal agility.

In this century, industries are constantly looking agility, and one of the requirements in is to use strategies and knowledge assets to improve processes. Therefore, this research has tried to improve the agility in the digital content industry in Iran by looking at the strategy of knowledge and intellectual property. The current research is a description-survey type that was carried out using the field method. The research population includes all the digital content industry activists in Iran, which 160 questionnaires were distributed by simple random method and finally 142 questionnaires were able to be analyzed. The validity and reliability of the questionnaire has been confirmed through content and construct validity and Cronbach's alpha. The analysis of the research data using the structural equation modeling technique showed that the agility of this industry is significantly influenced by the knowledge strategy and intellectual property; in addition, apart from the internal effects of variables, intellectual property has a significant mediating role in the influence of knowledge strategy on agility.

Today, the rapid development of technology and globalization are among the characteristics of the environment facing current organizations. Therefore, to succeed in this environment, competitive advantage of agility can be achieved through the appropriate use of information technology. The purpose of this research is to investigate the impact of information technology governance mechanisms on organizational agility, taking into account the role of strategic innovation.

The current research is an applied research in which a descriptive-survey strategy is used. The statistical population of the research consisted of small and medium-sized companies in Kerman city, and due to the limited statistical population, 207 companies were selected as the sample size using the available stratified sampling method and Cochran's formula. A questionnaire was used to collect data. The research data were analyzed using SPSS24 and Lisrel 8.8 software and structural equation modeling.

The analysis of research data showed that the adequacy of information technology resources has a significant positive effect on information technology governance mechanisms. Also, the results indicated that information technology governance mechanisms have a significant positive effect on strategic innovation and organizational agility. On the other hand, strategic innovation also affects organizational agility. Also, information technology leads to an increase in organizational agility through information technology mechanisms and strategic innovation.

According to the results, improving the mechanisms of information technology and innovation can help the organization to increase the capacity of strategic innovation to achieve the highest level of agility.

Abstract
This study aimed to examine the effect of quantum management skills on readiness for change with the mediating role of organizational agility. The current study was done by descriptive correlatiove research method. The statistical population of the study consisted of all employees of Zahedan Islamic Azad University (n=294). Using the Cochran formula, the sample size of 200 people was calculated and the applied sampling method was simple random. Azimi sanavi and Razavi Quantum Management Questionnaire (2011)was used for data collection; Sharifi & Young (2000) for Organizational Agility; and Dunham et al, (1989) for Readiness for Change questionnaire. The content validity of the questionnaire was confirmed. The reliability of the questionnaires was estimated based on Cronbach's coefficient as 0.881, 0.887, and 0.753, respectively. The data obtained from the questionnaires were analyzed at two levels of descriptive and inferential statistics, including Pearson's correlation coefficient test and structural equation modeling through Spss23 and Lisrel8.8 software. The findings obtained from the structural equation model showed that the standard coefficient between quantum management on readiness for change (0.19), quantum management on organizational agility (0.58), as well as readiness for change and organizational agility (0.64) and the indirect effect of quantum management on change readiness (0.47) were significant.
Extended abstract
Today's organizations, especially educational ons, are trying to surpass their competitors in terms of rapid and increasing developments. Organizations should consider many factors to achieve their goals. Therefore, managers should apply a management method with the highest efficiency for the organization. The thinkers of management science believe that managers in the 21st century should use new management methods to increase the capacity of employees. One of these types of management is quantum management. Quantum management is the empowerment of employees and is also an approach to improve the capabilities, powers, and effectiveness of managers and especially employees. Therefore, quantum management aims to increase the effectiveness and power of managers and employees of the organization. The concept of quantum management is an approach to improve the capabilities, powers, and effectiveness of managers and especially employees in the organization and to increase the effectiveness of managers and employees to prepare for organizational change and agility. The university is one of the most important fundamental elements for any change, transformation, and innovation; therefore, the realization of high goals, independence, and social and economic progress is provided through higher education. As a result, universities must be aware of new management features to have the necessary power to respond to changes.
Theoretical Framework
Quantum management was created based on the quantum paradigm in response to uncertainty in phenomena and the unpredictability of their behavior and environmental complexities, extensive and mutual interactions, and rapid and continuous changes that twenty-first-century organizations face with. Understanding quantum management creates a new perspective for understanding and managing today's organizations with the aforementioned characteristics. Quantum theory completely contradicts traditional management beliefs. This theory states that not only is the world unpredictable, but also there is not enough information to understand the current state.
Readiness for change is the employees' positive views and opinions about the need for change and the positive consequences of change-related efforts for the employees and the organization (Peach et al., 2005). Readiness for change refers to the beliefs, attitudes, and conscious intentions of organizational members regarding the needed changes and the organizational capacity to successfully implement these changes. The dimensions of readiness for change in the organization are 1. Newness tolerance: it refers to the tolerance of the organization's members towards new and unexpected conditions. 2. Complexity tolerance: it refers to little, irrelevant, complex, unorganized, and sometimes conflicting or contradictory information in the organization. 3. Difficult situations tolerance: refers to the tolerance of organization members for situations with unsolvable problems in which answers are not easily obtained.
Agility was introduced to the world by Yakoka Research Institute in 1991 as a strategy for organizations in the 21st century to quickly adapt to changes. Organizational agility is the ability to quickly respond to changes in the environment. Organizational agility is an organizational capability that managers of educational organizations should take it seriously to achieve organizational goals. Organizational agility has also the components of innovation, responsibility, speed in work, low complexity, high quality, flexibility, and readiness to react to changes, and is also very resistant to environmental problems and challenges.
Research This research is applicable in terms of purpose, and descriptive correlative of structural equation modeling in terms of method. The statistical population includes all the employees of Zahedan Azad University, including 294 people (124 women and 170 men). Morgan's Table was used to determine the sample size, and 165 people were selected by simple random sampling. Three questionnaires were used to collect information.
Quantum Management Skill Questionnaire: Azimi Sanavi and Razavi's Quantum Management Skill Questionnaire (Azimi Sanavi & Razavi, 2014) were used in seven dimensions; Quantum thinking, quantum trust, quantum action, quantum vision, quantum feeling, quantum knowledge and quantum existence; and 34 items to measure quantum management skills. This questionnaire was based on a Likert scale (from never to completely agree).
Organizational Agility Questionnaire: Sharifi and Yang's Organizational Agility Questionnaire (Sharifi Yang, 2000) has been used in four dimensions of speed, competence, flexibility, and responsiveness; and 28 items with 5 options of the Likert type (from never to completely agree) to measure organizational agility
Readiness for Change Questionnaire: Dunham et al's Readiness for Change Questionnaire (1989) was used in three dimensions of cognition towards change, emotional reaction to change, and behavioral tendency to change; and in 18 items to measure readiness for change.
The questionnaire's validity of the current research is of the content type that was confirmed by the supervisor and the expert professors of educational management at Zahedan universities. To estimate the reliability coefficient of the questionnaires used in this research, 30 copies were first given to the subjects. According to Cronbach's alpha, its results were obtained 0.881 for the quantum management skill questionnaire, 0.811 for the organizational agility questionnaire, and 0.753 for the readiness for change questionnaire. These reliability coefficient values indicate the relatively good reliability of these questionnaires. In addition, Pearson's correlation coefficient and structural equation model were used to analyze the data. Calculations were carried out by spss23 and Lisrel8.8 software.
Results 
According to correlation analysis, the relationship between quantum management and organizational agility (0.329), quantum management and readiness for change (0.826), and organizational agility and readiness for change (0.326) are positive and significant at the level of 0.01. The fit indices of the model were first calculated to examine the research model. The values of the model fit indices have a good fit. In addition, the data analysis showed that the significant numbers (t) between quantum management and readiness for change are 6.37, quantum management and organizational agility are 5.07, and readiness for change and organizational agility are 3.30. Since these values are greater than 1.96, the impact of quantum management and readiness for change, quantum management and organizational agility, and readiness for change and organizational agility are significant. In the corresponding figure, the standard coefficient between quantum management and readiness for change is 0.19, quantum management and organizational agility is 0.58, and readiness for change and organizational agility is 0.64. In addition, the indirect effect of quantum management on readiness for change (0.47) is significant. Since this effect impacts readiness for change through organizational agility, the mediating role of this variable in relation to quantum management on readiness for change is confirmed.
Discussion and This research was carried out to investigate the effect of quantum management skills on readiness for change with the mediating role of organizational agility of Zahedan Islamic Azad University employees. Quantum skills in management try to use the laws, concepts, and principles of quantum theory in the form of metaphor and guidance to solve management problems and describe and explain organizational phenomena. The environment of today's organizations, especially higher education, values agility, innovation, change, vitality, and quality to succeed and increase employee productivity, which are all signs of quantum management. Therefore, having senior management with the necessary knowledge and skills, effective planning, leadership, and quantum culture is necessary to transfer from classical management to successful quantum management in the organization. The research findings regarding the first research hypothesis showed that the components of quantum management directly and significantly affect the readiness for change employees (0.19). The research findings regarding the second research hypothesis showed that quantum management components directly and significantly affect organizational agility (0.53). The research findings regarding the third research hypothesis showed that readiness for change directly and significantly affects organizational agility (0.64). Finally, the results obtained from the fourth research hypothesis showed that quantum management indirectly and significantly affects (0.47) readiness for change.
According to the findings, the following suggestions are made to improve organizational agility, strengthen quantum management skills, and provide a context for change in university employees. University managers should not be afraid and have a high tolerance for ambiguity to change purposefully to be innovative and face unknown phenomena. University managers can increase employees’ adaptability to changes by creating an atmosphere of optimism and risk-taking among them, which will lead to the acceptance of change and transformation. Managers should also make the most of their knowledge capital and learning ability by using quantum management skills and applying a new and innovative scientific approach in organizations and pave the way to achieve agility by emphasizing efficient and effective policies and programs. According to the changes and developments that have been created in organizational management, faculty members should always be encouraged to learn new and updated skills to achieve an appropriate level of hardware and software technologies in the university. In this regard, they can use new and diverse methods to provide educational and research services with the necessary quality to increase satisfaction and agility. University managers can use innovative and new methods based on the ability of the employees to deal with the turbulent organizational environment and solve problems. The research limitation is limiting the statistical community of the research to the employees of Zahedan Azad University and the inability to generalize the results to other universities.

the present study aimed to determine the effect of organizational agility on the performance of small and medium enterprises by examining the role of knowledge management processes, evolution in business model and value creation capabilities.

This study was a descriptive-correlational applied study. The statistical society of this study was formed by small and medium enterprises in Eshtehard industrial town. For the purpose of sampling, the Cochran formula was used. Accordingly, 268 companies participated as examples in this study. To collect data, a questionnaire was used (with verified validity and reliability).

The results of structural modeling (R2 = 0.871), showed that the set of factors that influenced the performance of firms in the theoretical model of the present research could explain 87.1% of the changes in corporate performance

Considering the lack of reporting good performance by a very large number of stagnant and inactive companies and according to the test results of research hypotheses, the need to modify and strengthen knowledge management processes, significant changes in business model and empowerment of companies' value creation capabilities to improve agility And their function is essential.

The main aim of this research was to identify the dimensions and components of the organizational agility model of educational managers based in education departments of Lorestan province.The current research is descriptive-correlational in terms of applied purpose.The statistical population of educational managers in education departments of Lorestan province was 153 people. Statistical sample Using Krejcie Morgan table, 115 people were selected by relative stratified random sampling method (98 males and 17 females). The method of studies was in two forms, library and field. The data collection tool was a closed-ended questionnaire.The reliability of the questionnaire with Cronbach's alpha test is 0.91 overall and cultural factor 0.72, service factor 0.77, process (organizational) factor 0.74, knowledge factor (technology) 0.76, managerial factor 0.82 and human factor was 0. 81. To analyze the research data, Confirmatory factor analysis method based on SPSS software and structural equation model (path analysis) based on LISREL software were used to analyze the research data. The results showed that the value of the chi-square ratio to the degree of freedom is 2.06 and less than 3, and also, other fit indices are in the acceptable range, which indicates the appropriate fit of the model. The path coefficients of the effects of the structures and the significance of the estimated parameters for cultural factor 0.40, service factor 0.65, process (organizational) factor 0.69, knowledge factor (technology) 0.67, managerial factor 0.50 and The human factor was 0.40, that the index of the process or organizational factor has had the greatest impact on organizational agility.In general, it can be said that the organizational agility of educational managers in education departments of Lorestan province includes six components: cultural factor, service factor, process or organizational factor, knowledge or technology factor, managerial factor and human factor.

This research was done with the aim of presenting an effective model of information and communication technology based on empowering employees on organizational innovation and agility. The method of this quantitative research was descriptive-survey. The statistical population of this research was about 350 managers, vice presidents, heads of units and senior experts of Mazandaran Wood and Paper Industries Company, and 186 people were selected by simple random sampling and based on the sampling table of Karjesi and Morgan. are Of course, by distributing 200 questionnaires and referring to 189 usable questionnaires, the data have been analyzed. The main tool of this research was standard questionnaires and the software used to analyze the data and verify the research model is structural equation modeling software (Lisrel) whose validity has been confirmed through content analysis and its reliability from It has been tested through Cronbach's alpha coefficient that the value of information technology alpha is (813%), the number of organizational innovation alpha (901%) and the number of organizational agility alpha (811%) and the significance of all relationships was confirmed.

The agility of defense project-oriented organizations in carrying out innovative research projects is necessary in order to increase the level of defense deterrence against the threats caused by various military products in the world. Therefore, the current research was developed with the aim of investigating the effect of using knowledge management on organizational agility with the role of mediating innovation in defense project oriented organizations. This research is of applied type and its method is descriptive correlation type which was done by survey method. The statistical population of the study was made up of 73 defense research units, and an effort was made to collect and analyze data from the entire statistical population. Lawson, Jimenez, and Wang and Sharifi questionnaires were used to measure the variables of knowledge management, organizational innovation, and organizational agility, respectively. In order to check the validity of the research questionnaires, the opinion of 5 experts was obtained and after making the necessary corrections, its formal and content validity was confirmed by them. Also, Cronbach's alpha coefficient calculated as 0.894 confirmed the reliability of the research questionnaires. Structural equation modeling technique and Smart-pls software have been used to confirm the research conceptual model and research hypotheses. The findings of this research showed that the application of knowledge management has a positive and significant effect on the agility of defense project-oriented organizations with a coefficient of 0.498 and also through organizational innovation with an indirect effect and with a coefficient of 0.363, it can improve organizational agility. Therefore, defense project-oriented organizations should focus more on the effective implementation of knowledge management, so that by strengthening innovation and improving the level of organizational agility, they can respond to the rapid changes in the defense environment and create a suitable level of defense deterrence.

The main aim of this study was to modeling the effect of organizational agility on organizational entrepreneurship with the mediating role of the intellectual capital in the Ministry of Sports and Youth of Iran. The statistical population of this study included all employees of the Ministry of Sports and Youth that based on Cochran's formula, 268 of these employees were selected as a statistical sample by stratified random sampling. The tools used to collect research data included three standard questionnaires of Sharifi and Yang's (2004) Organizational Agility, Bonits's (2008) Intellectual Capital and Brown's (1997) Organizational Entrepreneurship. The questionnaire used have 16, 12 and 18 items with a five-point Likert scale, respectively. To evaluate the validity of the research tool, the opinions of 8 PhDs in sport management were used and the reliability of the questionnaires in a pilot study by using Cronbach's alpha for organizational agility, intellectual capital and organizational entrepreneurship was 0.78, 0.81 and 0.83, respectively which indicate their reliability is acceptable. In order to analyze the data, descriptive and inferential statistics were used. The research findings showed organizational agility had a positive and significant impact on organizational entrepreneurship (t=15.511, β=0.722). The results also showed organizational agility had a positive and significant impact on the intellectual capital (t=46.561, β=0.804). Intellectual capital also had a positive and significant impact on organizational entrepreneurship (t=3.878, β=0.198). Finally, the results showed organizational agility with the mediating role of the employees' intellectual capital had a positive effect on organizational entrepreneurship (t=3.869, β=0.181). According to the research results, it is recommended to develop the ability of the employees of the Ministry of Sports and Youth to make decisions in different working conditions, as well as to train them to use job opportunities in the best way.