Document Type : Original Article
Authors
1
Assistant Professor, Department of Management, Faculty of Economics, Management and Administrative Sciences, International University of Imam Reza, Mashhad, Iran. marabshahi@imamreza.ac.ir
2
Master of Manegement, Department of Management, Faculty of Economics, Management and Administrative Sciences, International University of Imam Reza, Mashhad, Iran. Masoome_arabshahi@yahoo.com
Abstract
Background and Objectives: The present study aimed to investigate the effect of two strategic capabilities, organizational agility and organizational learning, on organizational performance, considering the mediating role of knowledge management in software companies in Mashhad.
Method: The study is applied in terms of purpose and descriptive-survey correlational in terms of data collection. The statistical population included all CEOs, financial managers, technical managers, and product managers of software companies in Mashhad with more than 50 employees (406 people in 58 companies). The sample size was determined based on the Morgan table, 201 people and was selected using a non-random method available. The data collection tool was a standard questionnaire. The validity of the questionnaire was confirmed through face validity (expert confirmation) and convergent validity. The reliability of the tool was also measured by calculating Cronbach's alpha and composite reliability. Data analysis was conducted in two parts: descriptive and inferential, using the structural equation modeling method and SmartPLS 3 software.
Findings: The results of testing the eight research hypotheses showed that: organizational agility on organizational performance (path coefficient 0.834 and t-statistic 30.307), organizational agility on knowledge management (0.249 and 5.222), organizational learning on organizational performance (0.119 and 4.293), organizational learning on knowledge management (0.662 and 14.775), organizational learning on organizational agility (0.712 and 21.589), and knowledge management on organizational performance (0.169 and 5.524) all have a positive and significant effect at a 95% confidence level. Also, the mediating role of knowledge management in the effect of agility on performance (indirect coefficient 0.042 and t-statistic 3.751) and in the effect of learning on performance (indirect coefficient 0.112 and t-statistic 194.5) was fully confirmed.
Conclusion: The results of the study clearly show that agility and organizational learning, both directly and through the mediation of knowledge management, play a key and positive role in improving the performance of software companies. More precisely, agile organizations accelerate their response to changing market needs by combining processes and technology, and learning organizations provide a platform for continuous improvement of organizational behavior through the creation and sharing of knowledge. However, the most prominent achievement of this study is the emphasis on the vital role of knowledge management as an intermediary link; So that knowledge management not only intensifies the effects of agility, but also acts as the main mechanism for transforming learning into superior performance.
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