The interface between knowledge management processes, business model change and value creation capabilities on the relationship between organizational agility and performance

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.