Organizational Agility and Knowledge Sharing Process in the Staffs of the Iran's Central Plateau Contractor Company

This study aimed to investigate the association between organizational agility and knowledge sharing process in the Iran's Central Plateau Contractor Company (ICPCC). For this purpose, one main hypothesis and three subsidiary hypotheses were formulated to assess the relation between organizational agility parameters, leadership and shared identity, strong strategy, and adaptable organizational design, as dependent variables, and knowledge sharing parameters, cooperation, commitment, and culture, as independent variables. To test the hypotheses and gathering the data, two questionnaires were used: Verli and Lover Questionnaire of Organizational Agility and a researcher-developed questionnaire of knowledge sharing. These questionnaires were administered to 170 staffs of the ICPCC selected according to stratified, random sampling. The main hypothesis and three subsidiary hypotheses were confirmed. This means that organizational agility and sharing knowledge were significantly associated (0.43). Moreover, strong strategy, adaptable organizational design, leadership and shared identity were significantly correlated with knowledge sharing (0.45, 0.54, and 0.36, respectively).

Knowledge Sharing, Organizational Agility, Leadership and Shared Identity, Strong Strategy