The impact of organizational culture on organizational agility capabilities (Case study: one of the organizations of the Armed Forces)

In today's competitive world where change is one of the most important features is necessary for the preservation and conservation organizations exist Looking agility to be able in the shortest time and at minimal cost to improve the quality and innovation in their products and services. This paper aims to examine the impact of organizational culture on organizational agility capabilities of the armed forces organizations with descriptive - correlation to the written survey And tries to correlate the five hypothesis "group decision-making culture", "culture of learning", "Culture power sharing", "culture of participation" and "risk tolerance" on "organizational agility" to the test. To test these hypotheses, a researcher-made questionnaire consisting of 48 questions using the Cronbach's alpha coefficient using the software SPSS, 0/994, respectively. A survey by Morgan estimated 140 people who responded to the questionnaire. The results of structural equation is as follows.
Between the "culture of group decision-making", "learning culture", "culture of power sharing", "culture of participation", "risk tolerance" and "organizational agility" There is a significant positive relationship.