چابکی سازمانی

In recent years, the development of digital tools and the expansion of big data resources have provided new opportunities for service enhancement and increased efficiency within tax administrations. The reforms are prerequisites for digital transformation (DT), which through substantial alterations to procedures and organizational structures, allows tax organizations to respond better to the changing taxpayer’s needs. In this regard, organizational agility is the major factor that contributes to both the speed of digital transformation and its successful implementation. On the other hand, by giving a coordinated management framework, information technology governance (ITG) supports the enhancement of DT strategies. This study aims to examine the effect of ITG on the DT maturity of the Iranian Tax Administration, through the mediating role of organizational agility. The research uses a way of description through the relationship and collection of data, which was done by questionnaires from the employees and managers of the Iranian Tax Administration. The reliability of the questionnaires was tested using Cronbach's alpha coefficient while their validity was verified through confirmatory factor analysis. Statistical data analysis was carried out using structural equation modeling and LISREL software. As per the result of this study, ITG positively affects DT maturity, which is facilitated through increased organizational agility. Therefore, tax administrations with high ITG and organization agility perform better in their digital transformation projects. Accordingly, these findings might be useful for developing digital transformation plans within tax organizations)

The aim of this research is to investigate the relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of Babol University physics students; with the mediating role of critical thinking. The current research is applicable in terms of purpose, and descriptive-correlative in terms of nature. The statistical population of the research includes 249 physics students; due to the limited statistical population, the statistical sample was considered equal to the statistical population, therefore, the census method was used and all the physics students of Babol University have been considered as the statistical sample of this research. As many as 249 questionnaires were distributed among students and consequently 230 questionnaires were returned. Four standard questionnaires of cognitive coordination (Harmon Jones et al., 2007), systemic thinking (Dolansky et al., 2020), scientific reasoning (Golombic et al., 2022), and critical thinking (Watson and Glaser, 2002) were used to collect research data; and, students' GPA was used in order to measure academic progress. The validity of the questionnaire was confirmed by experts in educational sciences and confirmatory factor analysis, and the reliability of the instrument was confirmed using Cronbach's alpha coefficient in a preliminary study. SPSS and Lisrel statistical software were used for data analysis. The results showed that there is a negative and significant relationship directly between cognitive dissonance and academic progress, with the mediating role of critical thinking. It was also found that there is a positive and significant relationship directly between systemic thinking and scientific reasoning with academic progress, with the mediating role of critical thinking.

This study aims at providing insights into the leadership style associated with organizational diversity. Specifically, on the basis of a sample of 130 managers, supervisors, and experts from the East Tehran branches of Sepah Bank containing ethnic, cultural and religious minorities, this study is intended to explore how diversity leadership affects organizational resilience and agility. The study also considered knowledge sharing and organizational trust as the mediating roles in the relationship between diversity leadership style and organizational resilience and agility. Hence, using a simple random sampling method to investigate the relationship between the mentioned variables, a questionnaire consisting of 45 items was distributed among 130 managers, supervisors, and experts as a sample of Sepah Bank employees. 92 questionnaires were finally returned to be evaluated through SEM-PLS.In the inferential section, the results of the reliability test based on the results of two indicators of Cronbach's alpha and composite reliability, convergent validity based on the results of factor loadings and AVE index, and divergent validity based on the results of Fornell and Larcker index and HTMT index, are acceptable and approved. The results concerning the test of research hypotheses indicate that diversity leadership displays a direct and positive impact on organizational trust, knowledge sharing, agility, and organizational resilience. However, the deepest impact of diversity leadership is on organizational trust. The results also demonstrated that knowledge sharing could not mediate the relationship between diversity leadership, agility, and organizational resilience with regard to the indirect impact of diversity leadership. Moreover, the indirect impact of diversity leadership on organizational agility through the mediating role of organizational trust is not confirmed. However, the indirect impact of diversity leadership on knowledge sharing and organizational resilience through the mediating role of organizational trust is positive and significant.

The purpose of this research is to design the organizational agility model in order to improve the productivity of human resources in Shomal Drilling Company. In terms of purpose, the current research is applicable in the quantitative part, fundamental-exploratory in the qualitative part, and mixed (qualitative-quantitative) in terms of implementation. The statistical population of the research in the qualitative part includes 10 academic specialists, professors and senior managers in the field of human resources and experts in the field of organizational behavior, and sampling was carried out by the theoretical saturation method; and in the quantitative part it includes 2500 people from all employees of Shomal Drilling Company, 333 of whom were selected through the Cochran formula by stratified random sampling method. The research collection tool is a semi-structured interview and a researcher-made questionnaire. Data in the qualitative part analyzed by the coding method and MAXQDA software, and in the quantitative part by SPSS and PLS software. The results in the qualitative section showed that there are 7 components and 52 indicators in the model. The components include 1-causal factors (human and organizational factors); 2- the central phenomenon (organizational agility); 3- strategies (agility strategy); 4- context and facilitator (agility drivers); 5- Obstacles (challenges of human resource management); and 6- Consequences (productivity of human resources). The results in the quantitative part showed that human and organizational factors have an effect on organizational agility, and in this way, it increases the level of the organization's agility strategy and, as a result, the productivity of employees. Also, the results showed that agility drivers and existing challenges in human resource management affect productivity through agility strategy.

The purpose of this research was to explain the mediating role of creative self-efficacy in the relationship between organizational intelligence and organizational agility. This research was applicable in terms of purpose, and correlational in terms of nature and method. The statistical population of this research includes all primary teachers in Sarchehan, whose number was more than 160. Using Morgan's table and stratified random sampling, 113 people were selected as the sample size. The data collection tool was Zhang's organizational agility questionnaire, Karoski's et al,.'s creative self-efficacy, and Albrecht's organizational intelligence questionnaire. To analyze the data, the significance test of Pearson's correlation coefficient and simple regression analysis as well as hierarchical regression by Baron-Kenney method were used. The findings showed that creative self-efficacy can be predicted by organizational intelligence. Organizational agility can be predicted by organizational intelligence. Organizational agility can be predicted by creative self-efficacy. Creative self-efficacy plays a significant mediating role in the relationship between the variables of organizational intelligence and organizational agility.

Rapid changes in technologies and the introduction of innovative products and services have pushed organizations and businesses to deliver their offerings to customers in the best possible way, as quickly as possible, and with the highest quality. Therefore, organizational agility and its components play a crucial role in organizational performance. This research aims to examine the impact of organizational agility components on organizational performance. A standard questionnaire was used for data collection, with the sample consisting of middle and senior managers from Bahar Niko Group. Regression tests and t-statistics were employed to test the hypotheses. The findings revealed that not only does organizational agility affect organizational performance, but all its components including sustainable strategy, adaptive plans, leadership, shared identity, and value-creating capabilities also significantly influence organizational performance.

he Purpose of this Research is to Investigate the Relationship Between Human Capital and Achieving Organizational Agility. This Research is Practical and in Terms of its Nature and Method, it is Alassified as Correlational Research. The Statistical Population of this Research Consists of all the Employees of Knowledge-Based Organizations in Isfahan (518 people). Using Cochran's Formula, the Sample Size was Considered Equal to 140 People. The Members of the Statistical Sample were Selected by Simple Random Sampling and Participated in the Research. The Data Collection Tool is A Researcher-Made Questionnaire Whose Validity has Been Confirmed by Professors and its Reliability Through Cronbach's Alpha Measurement. In Order to Analyze the Data, Descriptive Statistics and Inferential Statistics were Used.. The Results Indicate that Human Resource Capability, Human Resource Knowledge, and Human Resource Creativity in Human Capital have a Significant Relationship with Achieving Organizational Agility.). Human Capital is the Key for the Economic Growth of Societies

The Current Research Was Conducted With the Aim of Investigating the Intervention Role of Organizational Agility in the Impact of Information Technology Strategies on the Improvement of Organizational Architecture. This Research is of a Descriptive-Correlation Type and the Statistical Population of the Research Includes Managers and Experts in the Technology Field of Private Organizations in Tehran. With the Simple Random Sampling Method, 187 People Were Selected as a Sample Using Morgan's Table. A Researcher-Made Questionnaire Was Used as a Data Collection Tool. The Reliability and Validity of the Tool Have Been Confirmed by Cronbach's Alpha and Confirmatory Factor analysis, Respectively .In Order to Analyze the Data, Pearson's Correlation Coefficient and Confirmatory Path Analysis Were Used Using LISREL Software. The Results of the Research Show that Information Technology Strategies Have a Positive Direct Effect, a Positive Indirect Effect and a Positive and Significant Total Effect on the Improvement of Organizational Architecture at the Level of 0.05. Organizational Agility has a positive and Significant Direct Effect on the Improvement of Organizational Architecture at the Level of 0.05. Information Technology Strategies Have an Indirect, Positive and Significant Effect on the Improvement of Organizational Architecture at the Level of 0.05.

The purpose of this study is to investigate the role of social wear in organizational inertia, with the role of mediating organizational agility in school principals of West Azerbaijan province, which is in terms of the philosophy of research, quantitative in terms of purpose, is applied and in terms of data collection and analysis of them is descriptive correlational method and structural modeling. The statistical society includes all school principals of West Azerbaijan province with 386 people. As simple random sampling based on Morgan's table, 386 people were selected as samples. The data collection tool is a standard questionnaire, and the reliability of the questionnaires was confirmed based on Cronbach's alpha coefficient. Data analysis was performed using SSPS22 and LISREL software in two descriptive and inferential levels. Findings of structural equation modeling showed that the default of causal modeling is that is, univariate normality. The relationship between all variables was significant at the level of 0.01. A comparison of results showed that there is the highest correlation between social attrition and organizational inertia and the lowest correlation between organizational agility and social attrition. Also, organizational agility as a mediator variable has a significant relationship with social attrition and organizational inertia It can be concluded that the results of the research are rooted in the attitude of managers in the bureaucratic organizational environment. Therefore, it is expected that with group spirit and efficient human relationships, this type of negative attitude can be overcome in employees and minimize performance wear and move towards the agile organization.

This research seeks to present a religious model for the concept of organizational agility by analyzing and studying the implications of verses and traditions; Therefore, by reviewing religious sources and verses and hadiths whose meaning has indications of agility, data were identified and analyzed using qualitative research methods and theme analysis tools. The results of the theme analysis process led to the identification of 83 basic themes, which are categorized into 14 organizing themes and the organizing themes themselves under 6 overarching themes under the headings of Jihad work, intelligent planning, holisticism, creating a strategic position. and proactive dealing with the environment, organizational dynamics and work conscience are divided in order to provide an appropriate model of organizational agility based on religious teachings while explaining. At the end of the research, organizational agility forming values ​​including three components of mujahidan effort, trust in divine tradition, and stability and perseverance have been identified, which can be considered as the fundamental values ​​of the organization in achieving optimal agility.

In this century, industries are constantly looking agility, and one of the requirements in is to use strategies and knowledge assets to improve processes. Therefore, this research has tried to improve the agility in the digital content industry in Iran by looking at the strategy of knowledge and intellectual property. The current research is a description-survey type that was carried out using the field method. The research population includes all the digital content industry activists in Iran, which 160 questionnaires were distributed by simple random method and finally 142 questionnaires were able to be analyzed. The validity and reliability of the questionnaire has been confirmed through content and construct validity and Cronbach's alpha. The analysis of the research data using the structural equation modeling technique showed that the agility of this industry is significantly influenced by the knowledge strategy and intellectual property; in addition, apart from the internal effects of variables, intellectual property has a significant mediating role in the influence of knowledge strategy on agility.

Today, the rapid development of technology and globalization are among the characteristics of the environment facing current organizations. Therefore, to succeed in this environment, competitive advantage of agility can be achieved through the appropriate use of information technology. The purpose of this research is to investigate the impact of information technology governance mechanisms on organizational agility, taking into account the role of strategic innovation.

The current research is an applied research in which a descriptive-survey strategy is used. The statistical population of the research consisted of small and medium-sized companies in Kerman city, and due to the limited statistical population, 207 companies were selected as the sample size using the available stratified sampling method and Cochran's formula. A questionnaire was used to collect data. The research data were analyzed using SPSS24 and Lisrel 8.8 software and structural equation modeling.

The analysis of research data showed that the adequacy of information technology resources has a significant positive effect on information technology governance mechanisms. Also, the results indicated that information technology governance mechanisms have a significant positive effect on strategic innovation and organizational agility. On the other hand, strategic innovation also affects organizational agility. Also, information technology leads to an increase in organizational agility through information technology mechanisms and strategic innovation.

According to the results, improving the mechanisms of information technology and innovation can help the organization to increase the capacity of strategic innovation to achieve the highest level of agility.

the present study aimed to determine the effect of organizational agility on the performance of small and medium enterprises by examining the role of knowledge management processes, evolution in business model and value creation capabilities.

This study was a descriptive-correlational applied study. The statistical society of this study was formed by small and medium enterprises in Eshtehard industrial town. For the purpose of sampling, the Cochran formula was used. Accordingly, 268 companies participated as examples in this study. To collect data, a questionnaire was used (with verified validity and reliability).

The results of structural modeling (R2 = 0.871), showed that the set of factors that influenced the performance of firms in the theoretical model of the present research could explain 87.1% of the changes in corporate performance

Considering the lack of reporting good performance by a very large number of stagnant and inactive companies and according to the test results of research hypotheses, the need to modify and strengthen knowledge management processes, significant changes in business model and empowerment of companies' value creation capabilities to improve agility And their function is essential.

Abstract
This study aimed to examine the effect of quantum management skills on readiness for change with the mediating role of organizational agility. The current study was done by descriptive correlatiove research method. The statistical population of the study consisted of all employees of Zahedan Islamic Azad University (n=294). Using the Cochran formula, the sample size of 200 people was calculated and the applied sampling method was simple random. Azimi sanavi and Razavi Quantum Management Questionnaire (2011)was used for data collection; Sharifi & Young (2000) for Organizational Agility; and Dunham et al, (1989) for Readiness for Change questionnaire. The content validity of the questionnaire was confirmed. The reliability of the questionnaires was estimated based on Cronbach's coefficient as 0.881, 0.887, and 0.753, respectively. The data obtained from the questionnaires were analyzed at two levels of descriptive and inferential statistics, including Pearson's correlation coefficient test and structural equation modeling through Spss23 and Lisrel8.8 software. The findings obtained from the structural equation model showed that the standard coefficient between quantum management on readiness for change (0.19), quantum management on organizational agility (0.58), as well as readiness for change and organizational agility (0.64) and the indirect effect of quantum management on change readiness (0.47) were significant.
Extended abstract
Today's organizations, especially educational ons, are trying to surpass their competitors in terms of rapid and increasing developments. Organizations should consider many factors to achieve their goals. Therefore, managers should apply a management method with the highest efficiency for the organization. The thinkers of management science believe that managers in the 21st century should use new management methods to increase the capacity of employees. One of these types of management is quantum management. Quantum management is the empowerment of employees and is also an approach to improve the capabilities, powers, and effectiveness of managers and especially employees. Therefore, quantum management aims to increase the effectiveness and power of managers and employees of the organization. The concept of quantum management is an approach to improve the capabilities, powers, and effectiveness of managers and especially employees in the organization and to increase the effectiveness of managers and employees to prepare for organizational change and agility. The university is one of the most important fundamental elements for any change, transformation, and innovation; therefore, the realization of high goals, independence, and social and economic progress is provided through higher education. As a result, universities must be aware of new management features to have the necessary power to respond to changes.
Theoretical Framework
Quantum management was created based on the quantum paradigm in response to uncertainty in phenomena and the unpredictability of their behavior and environmental complexities, extensive and mutual interactions, and rapid and continuous changes that twenty-first-century organizations face with. Understanding quantum management creates a new perspective for understanding and managing today's organizations with the aforementioned characteristics. Quantum theory completely contradicts traditional management beliefs. This theory states that not only is the world unpredictable, but also there is not enough information to understand the current state.
Readiness for change is the employees' positive views and opinions about the need for change and the positive consequences of change-related efforts for the employees and the organization (Peach et al., 2005). Readiness for change refers to the beliefs, attitudes, and conscious intentions of organizational members regarding the needed changes and the organizational capacity to successfully implement these changes. The dimensions of readiness for change in the organization are 1. Newness tolerance: it refers to the tolerance of the organization's members towards new and unexpected conditions. 2. Complexity tolerance: it refers to little, irrelevant, complex, unorganized, and sometimes conflicting or contradictory information in the organization. 3. Difficult situations tolerance: refers to the tolerance of organization members for situations with unsolvable problems in which answers are not easily obtained.
Agility was introduced to the world by Yakoka Research Institute in 1991 as a strategy for organizations in the 21st century to quickly adapt to changes. Organizational agility is the ability to quickly respond to changes in the environment. Organizational agility is an organizational capability that managers of educational organizations should take it seriously to achieve organizational goals. Organizational agility has also the components of innovation, responsibility, speed in work, low complexity, high quality, flexibility, and readiness to react to changes, and is also very resistant to environmental problems and challenges.
Research This research is applicable in terms of purpose, and descriptive correlative of structural equation modeling in terms of method. The statistical population includes all the employees of Zahedan Azad University, including 294 people (124 women and 170 men). Morgan's Table was used to determine the sample size, and 165 people were selected by simple random sampling. Three questionnaires were used to collect information.
Quantum Management Skill Questionnaire: Azimi Sanavi and Razavi's Quantum Management Skill Questionnaire (Azimi Sanavi & Razavi, 2014) were used in seven dimensions; Quantum thinking, quantum trust, quantum action, quantum vision, quantum feeling, quantum knowledge and quantum existence; and 34 items to measure quantum management skills. This questionnaire was based on a Likert scale (from never to completely agree).
Organizational Agility Questionnaire: Sharifi and Yang's Organizational Agility Questionnaire (Sharifi Yang, 2000) has been used in four dimensions of speed, competence, flexibility, and responsiveness; and 28 items with 5 options of the Likert type (from never to completely agree) to measure organizational agility
Readiness for Change Questionnaire: Dunham et al's Readiness for Change Questionnaire (1989) was used in three dimensions of cognition towards change, emotional reaction to change, and behavioral tendency to change; and in 18 items to measure readiness for change.
The questionnaire's validity of the current research is of the content type that was confirmed by the supervisor and the expert professors of educational management at Zahedan universities. To estimate the reliability coefficient of the questionnaires used in this research, 30 copies were first given to the subjects. According to Cronbach's alpha, its results were obtained 0.881 for the quantum management skill questionnaire, 0.811 for the organizational agility questionnaire, and 0.753 for the readiness for change questionnaire. These reliability coefficient values indicate the relatively good reliability of these questionnaires. In addition, Pearson's correlation coefficient and structural equation model were used to analyze the data. Calculations were carried out by spss23 and Lisrel8.8 software.
Results 
According to correlation analysis, the relationship between quantum management and organizational agility (0.329), quantum management and readiness for change (0.826), and organizational agility and readiness for change (0.326) are positive and significant at the level of 0.01. The fit indices of the model were first calculated to examine the research model. The values of the model fit indices have a good fit. In addition, the data analysis showed that the significant numbers (t) between quantum management and readiness for change are 6.37, quantum management and organizational agility are 5.07, and readiness for change and organizational agility are 3.30. Since these values are greater than 1.96, the impact of quantum management and readiness for change, quantum management and organizational agility, and readiness for change and organizational agility are significant. In the corresponding figure, the standard coefficient between quantum management and readiness for change is 0.19, quantum management and organizational agility is 0.58, and readiness for change and organizational agility is 0.64. In addition, the indirect effect of quantum management on readiness for change (0.47) is significant. Since this effect impacts readiness for change through organizational agility, the mediating role of this variable in relation to quantum management on readiness for change is confirmed.
Discussion and This research was carried out to investigate the effect of quantum management skills on readiness for change with the mediating role of organizational agility of Zahedan Islamic Azad University employees. Quantum skills in management try to use the laws, concepts, and principles of quantum theory in the form of metaphor and guidance to solve management problems and describe and explain organizational phenomena. The environment of today's organizations, especially higher education, values agility, innovation, change, vitality, and quality to succeed and increase employee productivity, which are all signs of quantum management. Therefore, having senior management with the necessary knowledge and skills, effective planning, leadership, and quantum culture is necessary to transfer from classical management to successful quantum management in the organization. The research findings regarding the first research hypothesis showed that the components of quantum management directly and significantly affect the readiness for change employees (0.19). The research findings regarding the second research hypothesis showed that quantum management components directly and significantly affect organizational agility (0.53). The research findings regarding the third research hypothesis showed that readiness for change directly and significantly affects organizational agility (0.64). Finally, the results obtained from the fourth research hypothesis showed that quantum management indirectly and significantly affects (0.47) readiness for change.
According to the findings, the following suggestions are made to improve organizational agility, strengthen quantum management skills, and provide a context for change in university employees. University managers should not be afraid and have a high tolerance for ambiguity to change purposefully to be innovative and face unknown phenomena. University managers can increase employees’ adaptability to changes by creating an atmosphere of optimism and risk-taking among them, which will lead to the acceptance of change and transformation. Managers should also make the most of their knowledge capital and learning ability by using quantum management skills and applying a new and innovative scientific approach in organizations and pave the way to achieve agility by emphasizing efficient and effective policies and programs. According to the changes and developments that have been created in organizational management, faculty members should always be encouraged to learn new and updated skills to achieve an appropriate level of hardware and software technologies in the university. In this regard, they can use new and diverse methods to provide educational and research services with the necessary quality to increase satisfaction and agility. University managers can use innovative and new methods based on the ability of the employees to deal with the turbulent organizational environment and solve problems. The research limitation is limiting the statistical community of the research to the employees of Zahedan Azad University and the inability to generalize the results to other universities.

The agility of defense project-oriented organizations in carrying out innovative research projects is necessary in order to increase the level of defense deterrence against the threats caused by various military products in the world. Therefore, the current research was developed with the aim of investigating the effect of using knowledge management on organizational agility with the role of mediating innovation in defense project oriented organizations. This research is of applied type and its method is descriptive correlation type which was done by survey method. The statistical population of the study was made up of 73 defense research units, and an effort was made to collect and analyze data from the entire statistical population. Lawson, Jimenez, and Wang and Sharifi questionnaires were used to measure the variables of knowledge management, organizational innovation, and organizational agility, respectively. In order to check the validity of the research questionnaires, the opinion of 5 experts was obtained and after making the necessary corrections, its formal and content validity was confirmed by them. Also, Cronbach's alpha coefficient calculated as 0.894 confirmed the reliability of the research questionnaires. Structural equation modeling technique and Smart-pls software have been used to confirm the research conceptual model and research hypotheses. The findings of this research showed that the application of knowledge management has a positive and significant effect on the agility of defense project-oriented organizations with a coefficient of 0.498 and also through organizational innovation with an indirect effect and with a coefficient of 0.363, it can improve organizational agility. Therefore, defense project-oriented organizations should focus more on the effective implementation of knowledge management, so that by strengthening innovation and improving the level of organizational agility, they can respond to the rapid changes in the defense environment and create a suitable level of defense deterrence.

The continuity of businesses and their functions when faced with sudden crises has a significant impact on economic growth and development. If a business cannot survive challenges and crises, society will not be able to withstand crises either; therefore, the resilience of the business against challenges and crises is a very important and vital thing that ensures the survival of the business. This study aimed to present a business resilience model using the variables of organizational agility, strategic flexibility, and business model innovation, and to investigate the moderating effect of open innovation on the relationship between business model innovation and business resilience.

This research is a correlational description in terms of practical purposes and terms of the data collection method. The statistical population of the research is knowledge-based corporate type II, introduced by the science and technology vice-president. The statistical sample comprised 183 units, whose information was collected using the available sampling method from August 2022 to November 2022. The data collection tool is a researcher-made questionnaire, the reliability of which has been confirmed with Cronbach's alpha of 0.83. Data analysis was performed using the quantitative method, structural equation modeling with the PLS approach, and Smart PLS version 2 software.

Different risks are emerging worldwide, such as economic and social crises, unknown diseases, and natural disasters. The durability and survival of businesses have attracted the attention of many researchers, most of whom have addressed the importance of resilience in businesses. The results show that strategic flexibility has a positive and significant effect on organizational agility. In addition, organizational agility and strategic flexibility have positive and meaningful effects on business model innovation and business resilience. In addition, the open innovation variable moderates the relationship between business model innovation and resilience.

Most businesses are vulnerable to natural disasters as well as political and social crises. However, not only are big problems and crises that can create challenges for businesses, but the occurrence of unknown diseases can also make business difficult. Businesses in every sector in which they operate face a risky and dynamic environment, the complexity of which forces the business to think about how to manage risk. On the other hand, businesses are a part of society, and many of the activities of societies are the responsibility of businesses; therefore, ensuring the survival of the business and reducing the disruptions caused by the crisis can lead to the continued life of the business. Businesses should eliminate their weaknesses in the implementation of innovation and strengthen their strengths for the timely implementation of innovation. To maintain this capability and increase it, it is necessary to increase organizational agility and strategic flexibility. In addition, due to the unpredictable environment of industries, businesses must have an open innovation process so that they can adapt to a dynamic environment over time.

With the rapid evolution of information technology applications and practices in the organization, information technology governance is essential for the success of an organization to provide the context for achieving agility and organizational learning. The current research was developed with the aim of investigating the impact of information technology governance processes on improving organizational agility and learning. The research method is applied in terms of purpose, descriptive in terms of data collection, and survey-analytical in terms of type. The statistical population of the employees of the deputy municipal offices of the 7th district of Tehran includes 836 people, and the sample size was determined by the Cochran formula to be 263 people. Friedman's test was used to analyze the data and AMOS26 software was used to model the structural equations. The results showed that the variables of information technology governance, organizational agility and organizational learning have an average level (somewhat agree). Also, the results in the inferential part indicate that the effect of information technology governance strategies is effective on promoting organizational agility and promoting organizational learning, which is direct and meaningful.

Nowadays, due to the increase in crises and destructive events at all levels of organizations and companies, creating flexibility has become the first priority of many organizations. Therefore, considering that the petrochemical industry is one of the industries that is very sensitive to disturbances and is associated with rapid technological changes and uncertainty, this research aims to investigate the mediating role of organizational agility in the relationship between social capital and knowledge management on organizational resilience was carried out in Asalouyeh Petrochemical Company. The research method is applied in terms of purpose and descriptive-survey in terms of data collection. The statistical population of the research was the employees of Asalouyeh Petrochemical Company, whose number was 430. For this purpose, 203 people were selected as a statistical sample using a simple random sampling method and using Cochran's formula. The research data collection tools include three questionnaires by Nonaka and Takeuchi (1998) to evaluate knowledge management, Al-Omoush et al. (2020) questionnaire to evaluate social capital and organizational agility, and Prayak et al. (2018) questionnaire to evaluate organizational resilience. The face validity of the questionnaire was confirmed through the comments of 10 academic experts. Also, construct validity (convergent and divergent validity) was checked and confirmed based on the extracted average variance criterion and composite reliability. To calculate the reliability of the questionnaires, Cronbach's alpha coefficient was used (knowledge management: 0.802, social capital: 0.807, organizational resilience: 0.796, organizational agility: 0.821) and all coefficients were higher at 0.7, which indicates the used measurement tool has acceptable reliability. SPSS software was used to analyze demographic variables and descriptive statistics, and AMOS software was used to analyze inferential statistics and structural equation methods. The results showed that there is a positive and significant relationship between the variables of social capital and knowledge management with the variables of organizational agility and organizational resilience. So the value of t-statistic is higher than 1.96 on all routes, which indicates significance at the 95% level. Also, the mediating role of organizational agility with a total effect of 0.643 on the path between knowledge management and organizational resilience is greater than the path between social capital and organizational resilience with a total effect of 0.120. In other words, the influence of organizational agility on the relationship between knowledge management and organizational resilience is greater than the relationship between social capital and organizational resilience. Based on the obtained results, it can be said that one of the best ways to deal with environmental changes and achieve a resilient organization is to lead the organization towards being agile. Organizational agility also requires the ability and knowledge management as one of the most important competitive advantages and the development of social capital to achieve organizational goals.

Today, the world is facing constant changes in society, laws and the economy. This emphasizes the need to develop employees' work skills and their ability to adapt flexibly to changing circumstances. Paying attention to the agility of human resources, which is the main asset of the organization, can help the manager to make the right decisions in organizational crises. The concept of agility in human capital is the knowledge readiness of employees for fundamental changes in processes, structure and culture that will satisfy domestic and foreign customers. The purpose of this study is to provide a model of human capital agility in government organizations. The research was conducted with a combined approach using content analysis and structural equations. Data collection tools are semi-structured in-depth interviews and questionnaires. The statistical population in the qualitative section includes 14 managers of the organization and in the quantitative section, all employees of the agricultural jihad in the northern provinces. The sample size was 350 people. The results showed that in the qualitative stage 4 comprehensive themes; Individual characteristics, interpersonal characteristics, strategic characteristics, job-related characteristics and 9 main themes were extracted. The reliability of the factors was above 0.7. Standardized factor load coefficients, team characteristics had the highest score (0.836) compared to other themes. It has been suggested that relevant organizations, in order to increase the agility of human capital, pay more attention to team characteristics from the main themes to the comprehensive themes of interpersonal characteristics of employees.

Ensuring the capabilities of e-commerce by marketing and sales managers and applying good performance in these car companies is very important. Also, the competitive environment of the automotive industry makes it more important to address the issue of information technology quality and new knowledge, which shows the practical purpose of this research. The present study is a survey in terms of applied purpose and in terms of nature and method. Also, the research method is quantitative and considering that the relationships between the indicators are examined, it is of the correlation type. Also, the data is of single-section type. The statistical population of this study is all supervisors, heads and production and marketing managers of head offices and authorized agencies of selected companies in the automotive industry. The size of the community is equal to 4,000 people. Therefore, due to countable and limited volume of society, in this study, the number of sample members was determined through Morgan table, which according to Morgan table, the number of sample members is 351 people. Also in this study, simple random sampling method was used. The results of the present study showed that e-commerce capabilities promote the widespread use of the Internet in business activities and facilitate decision-making and work efficiency among employees and thus optimize the operating system of companies. Also, through this agility, car companies can create synergies between e-commerce technologies, business goals and market demands. Thus, it has been shown that market capitalization and operational agility agility can improve the performance of companies through a quick understanding and response to customer needs.