susan yazdanpanah; Mohsen Shafiei Nikabadi
Abstract
In recent years, organizations operate in a dynamic, unpredictable and competitive business environment, and therefore the ability to react quickly and adapt to change, in other words, achieve agility, in such an environment has become essential. Agility requires organizations to use knowledge management ...
Read More
In recent years, organizations operate in a dynamic, unpredictable and competitive business environment, and therefore the ability to react quickly and adapt to change, in other words, achieve agility, in such an environment has become essential. Agility requires organizations to use knowledge management capabilities in order to gain a sustainable competitive advantage and improve accountability. Accordingly, the purpose of this study is to investigate the effect of knowledge management capabilities on organizational agility by considering the mediating role of strategic flexibility and organizational learning in knowledge-based companies of Bushehr Science and Technology Park. This research is applied in terms of purpose and descriptive-survey in terms of data collection method. The statistical population of the study was the experts of 142 knowledge-based companies that using the Cochran limited society formula, 208 people were selected based on the judgment-purposeful sampling method. Data were collected using a Likert-based questionnaire. The results of data analysis using the partial least squares approach indicated that knowledge management capabilities have a significant effect on organizational agility through strategic flexibility and organizational learning.
Abbas Abbaspour; Ahmad Aghazadeh; Amin bagheri kerachi
Volume 21, Issue 69 , January 2013, , Pages 171-217
Abstract
In this age of chaos, a small change can make a big impact. For change management in this chaotic environment, Methods and other traditional paradigm is not appropriate. Thus, the higher education system needs to forms of agility. The aim of this study is to answer the following question: What are the ...
Read More
In this age of chaos, a small change can make a big impact. For change management in this chaotic environment, Methods and other traditional paradigm is not appropriate. Thus, the higher education system needs to forms of agility. The aim of this study is to answer the following question: What are the Agility indices in the universities? .The method of the present research is grounded theory. this research defineded Agility indices as follows: agility drivers, agility capabilities ,agility providers, agility Outcomes. Therefore, The findings of this research indicates that a agile University to fulfill their responsibilities, must identify agility drivers and To deal with these drivers ,acquire this agility competencies (intelligece and masttering change ,being a solutions provider, being knowledge - driven, innovation, speed and flexibility) and enablers (organization, technology, agile people, culture, partnering).
Iraj Soltani; Bahrami Reihaneh
Volume 20, Issue 62 , September 2010, , Pages 163-193
Abstract
maturity individually, procedurally and organizationally. Based on the studies conducted on organizational maturity at individual, procedural and organizational levels, a brief reference can be made to the following eight components taken as their signs and finding: 1. Sustainable ...
Read More
maturity individually, procedurally and organizationally. Based on the studies conducted on organizational maturity at individual, procedural and organizational levels, a brief reference can be made to the following eight components taken as their signs and finding: 1. Sustainable Organizational Development, 2. Increased Productivity 3. Organizational Excellence and Development, 4. Employees Excellence, 5. Customer-Related Excellence, 6. Competitive Advantage, 7. Organizational Agility and 8. Increased Organizational Adaptability.The present work was conducted with the aim to measure the effect of organizational maturity on each of the above eight components at Mobarakeh Steel Company in 2010. In this study a statistical population comprising Mobarakeh Steel Company managers and professionals, 95 in number and a sample of 76 people were selected randomly based on the Morgan table. An inventory was developed to measure the effect of organizational maturity on maturity components. Having collected the data, the researcher analyzed the data using SPSS, Minitab, T-test and Tukey Posttest. The results indicated that the effect of individual maturity on organizational excellence was 47.86 %, the effect of procedural maturity 49.36 % and the effect oforganization maturity was 49.44 %. A study of reliability and internal validity of the test revealed that the reliability of the inventory was 0.921.
