Abstract:
Business evolutions, emergence of powerful competitors, rapid technological
changes, change in customers' expectations, new social models, etc require
firms to revisit their strategies continuously. Further, the capability of a firm
to agree on a change, identify opportunities and reform resources enables it
to change strategic orientations properly. New orientations need the
definition of a new logic 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 with at least 5-year of
experiences in this industry. According to the exploratory nature of the
research, the 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 the strategic agility has a significant positive effect on the
organizational performance. Also among factors affecting the strategic
agility is collective commitment that has the highest effect on the
organizational performance.
Machine summary:
Strategic Agility Capabilities, Factors and their Effect on Organizational Performance: A Case Study of Iranian Banks Mehdi Orojloo1, Kamran Feizi2, Maryam Hojati Najafabadi3 Received: 2016/8/30 Accepted: 2017/9/28 Abstract Business evolutions, emergence of powerful competitors, rapid technological changes, change in customers' expectations, new social models, etc require firms to revisit their strategies continuously.
In fact, the strategic agility responds to environmental changes at a higher level than the operational agility and considers adoption of new business models as the 85 prerequisite and a factor updating competitive advantages of the firm.
The definition of strategic agility as the capacity of a company to change the mixture of its competitive priorities presented by Hayes and Pisano is one of definitions accepted in literature (Toni&Tonchia, 2005).
The framework of change in the business model defined in the present research as strategic agility includes three dimensions of value creation, value delivery and value capture that are determined by elements of 87 any dimensions present in most studies.
To overcome the inflexibility due to a business model accepted by a firm, agility is required that is obtained through three meta-capabilities: strategic sensitivity, resources fluidity and collective commitment (Doz&Kosonen, 2010).
A Theoretical Review of Flexibility, Agility and Responsiveness in the Operations Management Literature: Toward a Conceptual Definition of Customer Responsiveness, International Journal of Operations & Production Management, Vol. 29, Pp. 30 - 53 [4] Agarwal, S.
Agility Drivers, Enablers and Outcomes:Empirical Test of an Integrated Agile Manufacturing Model, International Journal of Operations & Production Management, Vol. 27 No. 12 Pp. 1303- 1332 [6] Aranda, D.