Document Type : Research Article (Quantitative)

Authors

1 PhD Student, Department of Public Administration, Central Tehran Branch, Islamic Azad University, Tehran, Iran.

2 Assistant Professor, Department of Public Administration, Central Tehran Branch, Islamic Azad University, Tehran, Iran.

3 Professor, Department of Statistics, Faculty of Mathematics and Computer Statistics, Allameh Tabatabai University, Tehran, Iran.

Abstract

Purpose: The aim of this study was to design and explain the agility model of the organization in Tehran Water and Sewerage Company.
Methodology: The present study was cross-sectional in terms of time. In this study, by examining 10 professors and specialists of Tehran Water and Sewerage Company, effective variables were identified. In this research, Maxqda software was used for qualitative data analysis and theorizing.
Findings: The results showed that 201 open source codes were identified from 543 concepts. 20 main categories and 49 sub-categories including organizational authority, continuous improvement, organizational dynamics, organizational consequences, individual consequences, group consequences, organizational change, organizational strategic management strengthening, development and empowerment, organizational climate, organizational management subsystems, efficient organizational information systems Manpower competence, economic conditions of organizational management, socio-cultural environment, global technology environment, policy management and macro planning environment of organizational management, political management environment of organization, agile management of organization, strategic coordination.
Conclusion: According to the obtained results, by emphasizing on the technical abilities and skills of the employees of the organization, we should try to provide up-to-date information and knowledge to the employees. In this regard, appropriate training courses should be considered for the employees and the level of ability of individuals. Increase so that they can identify and record new foreign knowledge in a timely manner.

Keywords

Amirnejad Gh, Khosravi Pour E, Amirnejad F. (2014). The model of agility of Iranian government organizations (Case study: Ministry of Oil of the Islamic Republic of Iran), Transformation and innovation in management empowerment, Shiraz.
Ashrafi A, Ahad Zare R, Peter T, Afshari S. (2019). The role of business analytics capabilities in bolstering firms’ agility and performance, International Journal of Information Management, (47):1-15.
Bahrami M A, MehdiKiani M, Montazer R, et sl. (2016).The Mediating Role of Organizational Learning in the Relationship of Organizational Intelligence and Organizational Agility, Osong Public Health and Research Perspectives 7(3).
Becker G. (2017). Human Capital. University of Chicago Press, First Edition, Chicago.
Callahan J, Tiffany D D. (2014). An Impressionistic Framework for Theorizing About HRD, Human Resource Development Review. 3: 75.
Chen Y, Wang Y, Nevo S, et al. (2020). IT capability and organizational performance: The roles of business process agility and environmental factors. European Journal of Information Systems, 23(3): 326–342.
Creswell J W, Miller D L. (2000). Determining validity in qualitative inquiry. Theory into practice, 39(3): 124-130.
Doz Y. (2020) Fostering strategic agility: How individual executives and human resource practices contribute, Human Resource Management Review, 30(1).
Garavan T. (2017). Strategic HRD, Journal of European Industrial Training. 15(1).
Gong Y, Janssen M. (2012). From policy implementation to business process management: Principles for creating flexibility and agility, Government Information Quarterly, (29): 61- 71.
Goodman B, Bates A. (2014). Validation of the learning transfer system inventory: A study of supervisors in the public sector.
Jaklič J, Grublješič T Popovič A. (2018). The role of compatibility in predicting business intelligence and analytics use intentions. International Journal of Information Management, 43: 305–318.
Navarro Cegarra, J G. (‎‏2015‏‎). Structured knowledge ‎processes and firm performance: The role of organizational agility, Journal of Business Research, 69(5): 1544–1549
Raschke R L. (2010). Process-based view of agility: The value contribution of IT and the effects on process outcomes. International Journal of Accounting Information Systems, 11(4): 297–313
Roden S, Nucciarelli A, Li F, Graham G. (2017). Big data and the transformation of operations models: A framework and a new research agenda. Production Planning & Control, 28(11-12): 929–944.
Rouhani S, Ashrafi A, Ravasan A Z, Afshari S. (2018). Business intelligence systems adoption model: An empirical investigation. Journal of Organizational and End User Computing (JOEUC), 30(2): 43–70.
Saunders M, Lewis P, Thornhill A. (2009). Research Methods for Business Students. Research methods for business students (p. 649)
Stieglitz S, Mirbabaie M, Ross B, Neuberger C. (2018). Social media analytics–Challenges in topic discovery, data collection, and data preparation. International Journal of Information Management, 39: 156–168.
Tallon P P, Pinsonneault A. (2011). Competing perspectives on the link between strategic information technology alignment and organizational agility: Insights from a mediation model. MIS Quarterly, 35(2): 463–486.
Tallon Paul P, Magno Q, Tim C, Rajeev S. (2019). Information technology and the search for organizational agility: A systematic review with future research possibilities, The Journal of Strategic Information Systems, 28(2): 218-237
Van Oosterhout M, Waarts E, van Hillegersberg J. (2006). Change factors requiring agility and implications for IT. European Journal of Information Systems, 15(2): 132–145.