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Showing 3 results for Organizational Agility
Structural Analysis of the Mediating Role of Organizational Commitment in the Relationship between Organizational Agility and Organizational Intelligence with Organizational Performance (Case Study: Northwest University Jihad Units)
Dr. Shiva Habibzade, Dr. Behnaz Mohajeran, Dr. Alireza Ghaleei, Dr. Mohamad Hasani,
Volume 3, Issue 3 (9-2021)
Abstract
The purpose of this study is structural analysis of the mediating role of organizational commitment in the relationship between organizational agility and organizational intelligence with organizational performance among academic center of education units in the northwest of Iran. The study method is descriptive-correlational and the statistical population including all employees of the Northwestern academic center of education units (West Azerbaijan and East Azerbaijan, Ardabil and Kurdistan), which consist of total of 320 people. The sample size is 206 people who are selected by stratified random sampling method according to the size of the population. Standard questionnaires of organizational performance, organizational agility, organizational intelligence and organizational commitment are used to collect data. The content validity of the instruments is confirmed by experts and an appropriate validity level is reported for them. Confirmatory factor analysis is also used for the construct validity of the instruments. Reliability coefficients for organizational commitment, organizational intelligence, organizational agility and organizational performance questionnaires were reported to be .79,.89,.87, and .4, respectively. To analyze the data, descriptive statistics techniques including bar graphs, mean and standard deviation and inferential statistics including multiple regression and structural equation modeling are used. The results revealed that organizational intelligence, organizational agility and organizational commitment have a direct impact on organizational performance. Also, organizational intelligence and organizational agility had an indirect effect on organizational performance by mediating role of organizational commitment. Therefore, it is suggested that the managers of academic center of education units pay more attention to establishing and implementing organizational intelligence and organizational agility to increase organizational commitment and ultimately improve organizational performance.

Identification of Organizational Excellence Dimensions with an Organizational Agility Approach in the Department of Education of Sistan and Baluchestan Province
Mrs Fatemeh Heydari Amin, Dr. Farideh Hashemiannejad, Dr. Nazia Sadat Nasseri,
Volume 5, Issue 2 (5-2023)
Abstract
The aim of this research was to identify the dimensions and components of organizational excellence with an organizational agility approach in the Department of Education of Sistan and Baluchestan Province. This qualitative study included individuals with university education, experts, opinion leaders, professors, and experts from the scientific community, who were purposefully selected (25 individuals) as the research population. Descriptive and inferential methods, as well as the Delphi method, were used for data analysis. The research results revealed that the organizational excellence variable consists of four dimensions (professional excellence, organizational excellence, individual excellence, and educational excellence) and 14 components. Furthermore, the organizational agility model in the Department of Education of Sistan and Baluchestan Province indicated that organizational agility comprises four dimensions (responsiveness, flexibility, change, and performance management) and 12 components. As a result, managers and officials, by incorporating human resource development strategies into organizational strategies, creating a shared vision, fostering intellectual synergy, and embracing new ideas, can promote organizational excellence among members of the organization and take steps toward organizational agility.

Designing the Organization Development Model with Organizational Agility Approach in the Department of Education in Sistan and Baluchistan Province
Mrs Fatemeh Heydari Amin, Dr. Farideh Hashemiannejad, Dr. Nazia Sadat Nasseri,
Volume 6, Issue 3 (9-2024)
Abstract
Objective: The aim of this research was to formulate an organizational development model from the perspective of organizational agility within the General Department of Education in Sistan and Baluchistan province.
Methods: This study employed a mixed exploratory design, specifically a sequential exploratory mixed research design, encompassing both qualitative and quantitative phases. In the qualitative phase, the study focused on individuals with university education, experts, opinion leaders, professors, elites within the scientific community, and specialists, who were purposefully selected (totaling 25 participants). In the quantitative phase, the research considered managers and employees of the General Department of Education in Sistan and Baluchistan province (comprising 681 individuals). In the qualitative phase, the Delphi method was employed, while the quantitative section utilized structural equation modeling to investigate the central research question and align the model with the collected data.
Results: The outcomes of the research revealed that the organizational development consisted of four dimensions: professional development, organizational development, individual development, and educational development. Moreover, the organizational agility model identified four dimensions: responsiveness, flexibility, change management, and performance enhancement. In conclusion, this research underscores the importance of developing a human resource strategy aligned with organizational strategies, fostering a shared vision, promoting intellectual synergy, welcoming innovative ideas, and instilling a culture of systemic thinking regarding organizational development among members of the organization.
Conclusions: These measures are essential steps toward creating a more agile organization, as recommended for managers and officials.

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