Designing a Conceptual Model for Strategic Agility of Knowledge Based Companies

In today’s ongoing changes, global, and hypercompetitive business environment, organizations operate under the factors of uncertainty, chaos, dynamics and hostility and are neither safe nor secure but they must be strategically equipped with acumen and agility instead of banking on traditional management techniques and methods. Strategic agility has emerged as the dominant business paradigm in the third millennium, and as the best option for survival, has attracted the attention of most manufacturing and service organizations. Strategic agility for knowledge-based companies that is more fragile than other companies in the face of rapid changes in the environment is more than ever necessary. On the other hand, considering the role of knowledge-based companies in the economies of developing countries, the aim of the present study is to design and implement a strategic agility model for knowledgeable companies to help them adapt to the rapidly changing environment and their successful performance. The design of the model was carried out using a qualitative approach and through the method of Grounded Theory. Purposeful sampling and snowball technique were used to select the research samples. After conducting the interview with 14 experts and using the Grounded Theory method, the paradigm model of the strategic agility was designed. In the context of causal concepts: increasing competition, increasing the complexity and dynamics of the environment, identifying the market and organizational survival, In terms of intervener, concepts such as individual competencies of employees, the ability to adapt to changing environmental conditions, the existence of financial and human resource constraints, the impact of corporate management, the role of the company's nature and In the context of the underlying conditions, concepts are in the form of two categories of limiting factors such as not conducive to the business environment and encouraging factors such as government supportive policies.The axial phenomenon is a strategic agility process in which the organization, with a conscious understanding and attention to strategic advances, identifies changes in the environment and understands them, By leveraging strengths and applying creative methods of problem solving, they are seeking to overcome inherent constraints. Convincing, motivating and preparing human resources can reduce the time of decision making on strategic issues and, by redirecting organizational resources, leads to operational changes to the strategic plan. Strategic agility mechanisms include two categories of intra-organizational and outsourced actions that have implications for macro and organizational levels.