Volume 23, Issue 4 (2016)                   IQBQ 2016, 23(4): 84-105 | Back to browse issues page

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orojloo M, feizi K, hojati najafabadi M. Strategic Agility Capabilities, Factors and their Effect on Organizational Performance: A Case Study of Iranian Banks. IQBQ. 23 (4) :84-105
URL: http://journals.modares.ac.ir/article-27-3821-en.html
1- PhD Student, Allameh Tabatabai University, Tehran. Iran
2- Professor, Department of Industrial Management, Allameh Tabatabai University, Tehran. Iran.
3- MSc Student, NBA, Tehran. Iran.
Abstract:   (873 Views)
Business evolutions, emergence of powerful competitors, rapid technological changes, change of customers' expectations, new social models, etc have required the firms to revisit their strategies continuously. Capability of a firm to agree on a change, identify opportunities and reform its resources enables it to change strategic orientations properly. New orientations need the definition of a new logic of value creation for a firm that appears in three axes of value creation, delivery and capture. In the present research, the effect of strategic agility is studied on organizational performance by examining it exactly. The population of the research is Iranian Banks at least with 5-year experience in this industry. According to the exploratory nature of the research, factors of strategic agility are identified after literature review on agility, and PLS-SEM is used to measure its effect on organizational performance according to the limitations of the sample of study. Findings show that strategic agility has a significant positive effect on organizationl performance. Also among factors affecting organizational performance with the mediator "strategic agility", collective commitment has the highest effect.
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Received: 2016/08/30 | Accepted: 2016/12/1 | Published: 2017/09/29

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