The Designing a Strategic Agility Development Model Based on Human Resource Management Measures in Golestan gas company

The purpose of the present research was to design a strategic agility development model of the organization based on human resource management measures in Golestan gas company.

The combined research method is based on exploratory mixed research (qualitative-quantitative). The statistical population included official, contract and contractor employees in 27 branches of the gas company of the province. In the qualitative part, they were selected using the snowball sampling method and in the quantitative part, they were selected using the multi-stage relative cluster method based on Cochran's formula. Data were extracted in the qualitative part through the implementation of ground theory with in-depth interviews and in the quantitative part through structural equation modeling (SEM) with a 77-item researcher-made questionnaire. The data was analyzed in the qualitative stage with MAXqda2018 software and in the quantitative stage with SPSS and AMOS software.

The results of the qualitative part indicated that the organization's strategic agility development model based on human resource management measures has 16 dimensions describing causal conditions (agility drivers, use of information and flexibility), background conditions (about the roles and duties of human resource managers, employee capabilities and agility capabilities), intervention conditions (employee retention, strategic agility empowerment and organizational and non-organizational obstacles and challenges), strategy (human resource planning, human resource development, motivation of employees and expansion of culture of change) and result (increasing integration, gaining competitive advantage and improving organizational performance).

The results of the quantitative part showed that all dimensions of the research model were confirmed. The results of the prioritization section also indicate the importance of the results and the improvement of the organization's performance.