Designing a strategic agility framework with dynamic capabilities approach: investigating the role of strategic thinking, learning and information technology capabilities (case study of steel industry in Kerman province)

Document Type : Research Paper

Authors

1 PhD Student, Department of Business and Administrative Management, Faculty of Management and Accounting, University of Tehran, College of Farabi, Qom, Iran

2 Assistant Professor, Department of Business and Systems Management, Faculty of Management and Accounting, University of Tehran, College of Farabi, Qom, Iran

3 Associate Professor, Department of Commercial Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

4 Assistant Professor, Department of Business and Administrative Management, Faculty of Management and Accounting, University of Tehran, College of Farabi, Qom, Iran

Abstract

Strategic agility helps the company to recognizing and understanding environmental changes and respond to these changes. The objective of this research is designing a strategic agility framework with dynamic capabilities approach in steel industry in Kerman province. This research is a mixed methods research. In qualitative section, strategic agility framework developed using meta-synthesis. In this research, sample number includes 44 articles published in foreign journals on strategic agility in 2000-2018. In quantitative section of case study, 2 companies in steel industry of Kerman province studied. At first, strategic agility indicators developed through interview with 5experts from steel industry in Kerman province. Then, these indicators provided to 10experts from each companies to determine agility. In qualitative part of case study, one of the top managers of each company selected as interviewed person. The meta-synthesis results showed that strategic agility drivers (level1) constitute strategic agility model. The results showed that strategic agility enables (level 2) include information technology capability, strategic learning and strategic thinking. The results showed that strategic agility dimensions (level3) include strategic sensitivity, resource fluidity, leadership unity, strategic response and collective capabilities. The results showed that Kerman steel corporation and Sirjan Iranian steel corporation have agility. The results showed that internal and external factors are strategic agility drivers and strategic agility enables includes IT capability, strategic thinking and learning capability.

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References

  • فهرست منابع و مآخذ

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