ارائۀ مدل پارادایمی چابکی نیروی انسانی در شرکت‌های صنعتی براساس نظریۀ داده‌بنیاد (مورد مطالعه: شرکت‌های صنعتی منطقۀ آران و بیدگل)

نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشجوی دکتری گروه مدیریت منابع انسانی، واحد ساوه، دانشگاه آزاد اسلامی، ساوه، ایران

2 استادیار گروه مدیریت، واحد ساوه، دانشگاه آزاد اسلامی، ساوه، ایران،( نویسنده مسئول)

3 استادیار گروه مدیریت، دانشگاه پیام نور، تهران، ایران

چکیده

 این تحقیق با هدف ارائۀ مدل پارادایمی چابکی نیروی انسانی در شرکت‌های صنعتی براساس نظریۀ داده‌بنیاد (مورد مطالعه: شرکت‌های صنعتی منطقۀ آران و بیدگل) انجام شد. روش این پژوهش کیفی با تمرکز بر رویکرد داده‌بنیاد است. جامعۀ‌ آماری شامل تمام متخصصان دانشگاهی حوزۀ مدیریت و نیز معاونان و مدیران شرکت‌های صنعتی شهرک صنعتی آران و بیدگل بود که به روش نمونه‌گیری هدفمند و قضاوتی، 30 نفر برگزیده شدند. ابزار گردآوری داده‌ها مصاحبۀ نیمه‌متمرکز بوده که با استفاده از نرم‌افزار (MAXQDA) و به‌کارگیری رویه‌های کدگذاری، تجزیه و تحلیل شدند. تجزیه و تحلیل متون مصاحبه، 443 کد باز را فراهم آورد که در قالب ارکان مدل پارادایمی چابکی نیروی انسانی در شرکت‌های متوسط و بزرگ قرار گرفتند. یافته‌ها نشان دادند که مفهوم مرکزی چابکی منابع انسانی متشکل از مؤلفه‌های دانش و یادگیری، هوشمندی و شایستگی، نوآوری و خلاقیت، سرعت، انطباق‌پذیری، پاسخ‌گویی، انعطاف‌پذیری، تاب‌آوری، دوراندیشی و آینده‌نگری و تغییرمداری بود. همچنین، چابکی منابع انسانی خود متأثر از شرایط علی (38 مفهوم در قالب 10 مقوله)، شرایط زمینه‌ای (34 مفهوم در قالب 10 مقوله) و عوامل مداخله‌گری (16 مفهوم در قالب 5 مقوله) بوده که در قالب راهبردهایی چون کنش‌گرایی مثبت، عملکرد منسجم و یکپارچه و فعالیت‌های گروهی و جمعی (10 مفهوم در قالب 3 مقولۀ کنش) نمود یافته و دارای پیامدهای درون‌سازمانی و برون‌سازمانی هستند.

کلیدواژه‌ها

عنوان مقاله [English]

Presentation of the Paradigmatic Model of Human Resource Agility in Industrial Companies based on Grounded Theory (A Case Study of Industrial Companies of Aran and Bidgol)

نویسندگان [English]

  • Mehdi Rahemi Noushabadi 1
  • Maryam Majidi 2
  • Mohammad Mehtri Arani 3
1 PhD student in human resource management, Faculty of Humanities, Islamic Azad University, Saveh Branch, Saveh, Iran
2 Assistant Professor, Department of Management, Faculty of Humanities, Islamic Azad University, Saveh Branch,Saveh, Iran
3 Assistant Professor, Faculty of Management, Payam Noor University, Tehran, Iran
چکیده [English]

Introduction  
Since 1990s, management science researchers have proposed alternative approaches to achieve and maintain sustainable competitiveness which considers organizational adaptability as a continuous and sustainable process. However, organizations are able to form capabilities in their operational processes that form flexibility, change, and adaptation to changing conditions without any need for permanent, mandatory, and fundamental changes. This approach is known as ‘organizational agility’. One of the fundamental components of organizational agility is the agility of human resources of organizations. The expression ‘human resource agility’ means the scientific readiness of the forces to enforcing fundamental changes in the processes, structures, and organizational culture along greater satisfaction achievement and integration of all processes. Therefore, regarding the significance of this issue, the present research was conducted with the aim of presenting a paradigmatic model of manpower agility in industrial companies based on data base theory in industrial companies of Aran and Bidgol region.
Materials and Methods
In terms of purpose, the present research is fundamental, and regarding its method  it is qualitative, focusing on the database approach. The statistical population of this research included all academic experts, whose area of expertise was management, including faculty members of universities in Isfahan province (more than 150 people) as well as the vice-presidents and managers of industrial companies in Aran and Bidgol industrial towns. Besides, qualified experts acquainted with the category of organizational agility were included in the study. The sample size included 15 academic experts, faculty members, and 15 vice presidents as well as the managers of great and lower industrial companies, selected by purposeful and judgmental sampling. The sampling process continued to achieve theoretical saturation. Sampling criterion was based on knowledge and expertise related to human resource agility. The selection of managers, assistants, and experts were carried out by academic degrees related to the management fields. These included those with occupational experience (10 years and above), career success (size of workforce, size of work space), high production and sales rate with export essentiality, and operational experience in the organizational field. The data collection tool was a semi-focused interview. The data was analyzed using qualitative data analysis software (MAXQDA) and applying coding procedures. For measuring the credibility of the research, the study used Lincoln and Goba criteria, including researcher’s immersion in data, composition (data and researcher), external revise, verifiability (keeping data for later analysis), transferability (providing rich and maximal descriptions), and credibility (repeated contacts with research environment and peers). Reliability was confirmed by using structured procedures of convergent interview, structured processes of recording, and compiling and interpreting data using two interviewers to perform interviews separately and in parallel. The analysis of the interview texts provided 443 open codes that were placed in the form of the pillars of the paradigm model of human resource agility in medium and large companies.
Results and Findings
The findings displayed that the central phenomenon of the research, ‘agile human forces’, consists of eleven components: knowledge and learning, intelligence and competence, innovation and creativity, speed, adaptability, responsiveness, flexibility, resilience, precaution, foresight, and changeability. Causal conditions and determination of human resource agility in medium and great industrial companies included: training and learning agile, the perception of inefficiency and malfunctioning, the benefiting of sustenance and support, occupation turnover and enrichment, responsibility and continuous preparation, agile leadership, benefiting authority and occupation and professional independence, skill enhancement and organizational access. At the same time, the background conditions and platforms for creating human resource agility consisted of personality traits and characteristics, values and occupation platforms, work tendencies, structural factors, open communication, the existence of an environment for cooperation and interaction, the extension of culture of collaboration, and change in the organization. Meanwhile, some intervening factors such as enhancement of welfare indicators, simplicity, variety, and the redesigning of work, the adaptation of performance management, knowledge-based organization of service compensation system and virtualization or organization-based technology in the process of human resource agility in medium and large companies had positive or negative intervention. In this situation, human resources agile action strategies included positive activism, coherent and integrated performance, and group and collective activities. Eventually, the realization of human resource agility in medium and large companies of Aran and Bidgol industrial town conveyed consequences and effects in both inter-organizational and extra-organizational realms. In the inter-organizational field, the agility of employees and the equipping of them with speed, flexibility, adaptation, and optimal response in the organization led to the reduction of organizational costs as a result of increasing the efficiency and effectiveness of human resources. However, among the other consequences of agility were  the development of organizational synergy resulted from collaboration among agile employees; the production of required organizational knowledge and experiences; the improvement of the internal quality of the goods and services provided; the external quality (providing the demands and needs of customers and stakeholders) of products and services with content value-added and high quality of product endurance; increased job satisfaction and improved quality of occupational life of human resources; the expansion and development of agility drives to other organizational levels; the reduction of service delivery time and market supply as a result of high speed of service delivery and ease of replacement of forces and job diversity in the aforementioned organizations and companies. In extra-organizational areas, it also increased the satisfaction of the organization's stakeholders and customers; it also expanded the organization's competitive capabilities while it increased the amount of economic savings maximizing profit and competitive advantages in the financial markets.
 Conclusion
The results of this research showed that human resource agility in medium and large industries cannot be considered as a single-factor phenomenon isolated from continuous and complementary processes and flows. The agility of human resources in medium and large companies of industrial towns depends on various factors enabling the bases, causal conditions, strategies, and intervening factors of the agility of the forces in industrial organizations. It also conveyed many internal and external effects. The foundation-data model, obtained in this research, confirms the components of human resources agility models by Meredith and Francis (2000), Chan and Tong (2009), Quinn et al, Shrihai and Karosky (2014) and others. It theoretically provides the causal and background conditions and facilitating factors that prepare the organizational environment of medium and large companies in Aran and Bidgol industrial towns to achieve the agility of human resources. 

کلیدواژه‌ها [English]

  • human resource agility
  • Database Theory
  • industrial companies
  • AranAnd Bidgol

مراجع

 
اشتروس‌، انسلم، و کوربین، جولیت. (1395). مبانی پژوهش کیفی: فنون و مراحل تولید نظریۀ زمینه‌ای (ابراهیم افشار، مترجم). تهران: نشر نی.
امینی ‌حاجی‌باشی، آناهیتا، سیدجوادین، سید رضا، امیری، مجتبی، و یزدان‌پناه، احمدعلی (1396). طراحی و تبیین مدل چابکی رهبری منابع انسانی در مؤسسات آموزش عالی، پژوهش‌های مدیریت منابع انسانی، ‌11 (‌2)، 87-112. https://doi.org/20.1001.1.82548002.1398.11.2.4.6
بشارتی‌مقدم، مریم، ملائی، مینا، و رمضانی‌نژاد، رحیم (1399). بررسی تأثیر ساختار سازمانی بر یکپارچگی و انسجام سازمان؛ مورد مطالعه: وزارت ورزش و جوانان جمهوری اسلامی ایران. مطالعات مدیریت رفتار سازمانی در ورزش، شمارۀ ‌26، 69-81. https://doi.org/10.30473/fmss.2020.53082.2142
تاجی، زهرا، و بردبار، غلامرضا. (1394). بررسی رابطۀ رهبری تحول‌آفرین و چابکی منابع انسانی. پژوهش‌های مدیریت منابع انسانی، ‌7 (‌2)، 153-177. https://doi.org/10.30473/fmss.2020.53082.2142
توکلی‌مقدم، فرهاد، سید نقوی، میرعلی، اسلامبولچی، علیرضا، و ربیعی مندجین، محمدرضا. (1398). الگوی چابکی منابع انسانی: تحلیلی برآمده از شرکت‌های خدمات پس از فروش خودرو در ایران. فصلنامۀ مدیریت کسب‌وکار، شمارۀ ‌44، 48ـ۶۵. https://doi.org/20.1001.1.22520104.1398.11.44.3.9
خدابنده، ناهید، محمدی، نبی‌الله، درودی، هما، و منصوری، علی (1397). مدل‌یابی چابک‌سازی منابع‌انسانی براساس رویکرد نظریه‌پردازی داده‌بنیاد (مطالعۀ موردی). رهبری و مدیریت آموزشی، ‌12 (‌3)، 87ـ108.  https://doi.org/20,100,1,1,85005421,1397.04,08,2,2
راحمی، مهدی، مجیدی، مریم، و مهتری آرانی، محمد. (1402). طراحی مدل چابکی نیروی انسانی در شرکت‌های متوسط و بزرگ‌. پایان‌نامۀ دکتری مدیریت منابع انسانی. دانشگاه آزاد اسلامی واحد ساوه.
رستگار، عباسعلی، دهقان، احسان، و هوشمندی باقری، قره‌بلاغ. (1399). طراحی و تبیین مدل چابکی منابع‌انسانی در سازمان‌های پروژه‌محور. پژوهشنامه مدیریت اجرایی، ‌12 (‌24)، 295ـ320. https://doi.org/10.22080/jem.2021.18758.3195
رئیسی، شهناز. (1400). تأثیر حکمرانی خوب سازمانی بر چابکی و سکوت سازمانی (مورد مطالعه: کارکنان فرمانداری شهرستان شهرکرد). پایان‌نامۀ کارشناسی ارشد رشتۀ مدیریت. دانشگاه پیام نور. دلیجان.
روغنی ممقانی، عیسی، حقیقت‌منفرد، جلال، و جعفرنژاد، احمد. (1399). تبیین الگوی راهبرد چابکی در صنعت خودروسازی کشور بر مبنای سیاست‌های کلی اقتصاد مقاومتی. پژوهش‌های مدیریت راهبردی، ‌26 (‌76)، 103-128.  https://doi.org/20.1001.1.22285067.1399.26.76.5.9
سلطانی، فاطمه، ناظم، فتاج، و ایمانی، محمدنقی. (1399). ارائۀ الگوی چابکی سازمانی براساس توسعۀ منابع ‌انسانی در دانشگاه آزاد اسلامی استان تهران. نوآوری‌های مدیریت آموزشی، ‌15 (‌3)، 1ـ22. 20.1001.1.20081138.1399.15.3.1.1
ضیایی، محمد‌صادق، حسنقلی، طهمورث، عباسپور، عباس، و یاراحمدزهی، محمد‌‌حسین. ‌(1391). تبیین مدل توسعۀ قابلیت‌های فردی سرمایۀ انسانی با هدف چابک‌سازی بنگاه‌های کوچک و متوسط. پژوهش‌های مدیریت عمومی، ‌5 (‌15)، 27-44. https://doi.org/10.22111/jmr.2012.66010.22111/jmr.2012.660
طبرسا، غلامعلی، شریفی، صدیقه، و حسینی، سید‌احمد. (1395). بررسی تأثیر سواد اطلاعات کارکنان بر چابکی سازمان. پژوهش‌های مدیریت منابع انسانی، ‌8 (‌۲)، 113ـ136. https://doi.org/20.1001.1.20084528.1395.8.2.5.6
عالی، علی، ضیاءالدینی، محمد، و هادوی‌نژاد، مصطفی. (1400). توسعه و تحول مدل چابکی نیروی ‌انسانی. مجلۀ مدیریت توسعه و تحول، شمارۀ ‌45، 87-۱۰۱. https://doi.org/100.1.1.258954.1400.02.25.5.8.
عارف‌نژاد، محسن، سپهوند، رضا، و رحیمی اقدم، صمد. (1396). مدل ارتقای چابکی‌ سازمانی مبتنی بر انعطاف‌پذیری منابع انسانی در صنعت بانکداری. مطالعات منابع‌ انسانی، ‌10 (‌1)، 1ـ26. https://doi.org/10.22034/jhrs.2020.155360.1111
قانع عبادی، ملیحه، آراسته، حمیدرضا، نوه‌ابراهیم، عبدالرحیم، و عبدالهی، بیژن. (1396). طراحی الگوی چابکی سازمانی دانشگاه‌های دولتی شهر تهران. مدیریت و برنامه‌ریزی در نظام‌های آموزشی، ‌12 (‌2)، 13ـ40. https://doi.org/10.29252/mpes.12.2.13
محمدی، علی، و امیری، یاسر. (1391). ارائۀ مدل ساختاری تفسیری دستیابی به چابکی از طریق فناوری اطلاعات در سازمان های تولیدی. مدیریت فناوری اطلاعات، 4 (13)، 115ـ134.
محمدی، فاطمه. (1396). ارائۀ مدلی جهت چابکی منابع انسانی سازمان با استفاده از سیستم‌های اتوماسیون اداری. پایان‌نامۀ کارشناسی ارشد مهندسی فناوری اطلاعات. مؤسسۀ آموزش عالی صنعتی فولاد.
مروتی شریف‌‌آبادی، علی، یونسی‌فر، سیدعبدالعزیز، آقاباقری، حسین، و کشورشاهی، محمدکاظم. (1391). ارائۀ چارچوبی مفهومی برای ارزیابی چابکی و رتبه‌بندی سازمان‌ها با استفاده از تکنیک Interval fuzzy electur. مدیریت تولید و عملیات، ‌3 (‌5)، 23ـ40.
Ahammad, M. F., Glaister, K. W., & Gomes, E. (2020). Strategic agility and human resource management. Human Resource Management Review, 30 (1), 100700. https://doi.org/10.1016/j.hrmr.2019.100700
Akkaya, B., & Tabak, A. (2020). The link between organizational agility and leadership: A research in science parks. Academy of Strategic Management Journal, 19 (1), 1-17.
Asari, M., Sohrabi, R., & Reshadi, M. (2014). A Theoretical Model of Workforce Agility Based on the Theory of Planned Behavior. The 3th International Conference on Behavioral Science, 28th February, Kish – IRAN.
Asfahani, A. (2021). The impact of modern strategic human resources management models on promoting organizational agility. Academy of Strategic Management Journal, 20 (2): 1-11.
Azuara, V. (2015). A human resource perspective on the development of workforce agility. Thesis PHD. School of Business and Management. Pepperdine University.
Breu, K., Hemingway, C.J., Strathern, M., & Bridger, D. (2002). Workforce agility: the new employee strategy for the knowledge economy. Journal of Information Technology, 17 (1), 21-31. https://doi.org/10.1080/02683960110132070
Chan, F. K., & Thong, J. Y. (2009). Acceptance of agile methodologies: A critical review and conceptual framework. Decision Support Systems, 46 (4), 803-814.
Chonko, L. B., & Jones, C. (2005). The need for speed: Agility selling. Journal of Personal Selling & Sales Management. J. Person. Sell. Sales Manag, 25 (4): 371-82.
Dyer, L., Shafer, R.A., (1998). From Human Resource Strategy to rganizational Effectiveness: Lessons from Research on Organizational Agility. Center for Advanced Human Resource Studies. Ithaca, NY. https://doi.org/10.1002/hrm.20059
Goodarzi, B., Shakeri, K., Ghaniyoun, A., & Heidari, M. (2018). Assessment correlation of the organizational agility of human resources with the performance staff of Tehran Emergency Center. Journal of education and health promotion, https://doi.org/7. 10.4103/jehp.jehp_109_18
Goldman, S. L., Nagel, R. N., & Preiss, K. (1995). Agile competitors and virtual organizations: strategies for enriching the customer (Vol. 8). New York: Van Nostrand Reinhold.
Harvey, C. M., Koubek, R., Chin, L. (1999). Toward a model of workforce agility. International journal of agile manufacturing, 2 (2), 203-218. https://doi.org/10.1016/j.ijpe.2010.08.010
Hopp, W. J., & Oyen, M. P. (2004). Agile workforce evaluation: a framework for cross-training and coordination. Iie Transactions, 36 (10), 919-940. https://doi.org/10.1080/07408170490487759
Johnson, D. (2004). The University-Private Sector Interface and the Ontario Economy. A Background paper. Ontario Economic Summit. Ontario.
Kaplan, G. (1993), The Flexible Factory: Case Studies. IEEE Spectrum.
Lin, C.-T., Chiu, H., & Chu, P.-Y. (2006). Agility index in the supply chain. International Journal of Production Economics, 100 (2), 285-299. https://doi.org/10.1016/j.ijpe.2004.11.013
Meade, L., & Sarkis, J. (1999). Analysing Organizational Project alternatives for agile manufacturing processes: An analytical network approach IJOPR, 37 (2), Pages 241-261. https://doi.org/10.1080/002075499191751
Meredith, S., Francis, D. (2000), Journey towards agility: the agile wheel explored. The TQM Magazine. 12 (2), 137-143. https://doi.org/10.1108/09544780010318398
Muduli, A. (2013). Workforce Agility: A Review of Literature. IUP Journal of Management Research, 12 (3), 55.
Nijssen M. & Paauwe, J. (2013). HRM in turbulent times: how to achieve organizational agility. The International Journal of Human Resource Management, 23 (16), 3315-3335
Quinn, R.D., Causey, G.C., Merat, F.L. & Sargent, D. (2010). An agile manufacturing workcell design. IIE Transactions, 29 (10), 901–909.
Samdantsoodol, A., Cang, S., Yu, H., Eardley, A., & Buyantsogt, A. (2017). Predicting the relationships between virtual enterprises and agility in supply chains. Expert Systems with Applications, No. 84, 58-73. https://doi.org/10.1016/j.eswa.2017.04.037
Sharifi, H., & Zhang, Z. (2001). Agile manufacturing in practice-Application of a methodology. International Journal of Operations & Production Management, 21 (5/6), 772-794. 10.1108/01443570110390462
Sherehiy, B., Karwowski, W., & Layer, J. K. (2007). A review of enterprise agility: Concepts, frameworks, and attributes. International Journal of Industrial Ergonomics, 37 (5), 445-460. https://doi.org/10.1016/j.ergon.2007.01.007
Sherehiy, B., & Karwowski, W. (2014). The relationship between work organization and workforce agility in small manufacturing enterprises. International Journal of Industrial Ergonomics, 44 (3), 466-473. https://doi.org/10.1016/j.ergon.2014.01.002
Suofi, H., Hosnavi, M., & Mirsepasi, N. (2014). A study on relationship between workforce agility and knowledge sharing. Management Science Letters, 4 (5), 1015-20.
Sumukadas, N., & Sawhney, R. (2004). Workforce Agility Through Employee Involvement. IIL Transactions, 1011-1021. https://doi.org/10.5267/j.msl.2014.3.009
Swisher, V. V. Eichinger, R. W. & Lombard. M. M. (2012). Leadership Development: Exploring, Clarifying, and Expanding Our Understanding of Learning Agility. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5 (9), 280-6. https://doi.org/10.1111/j.1754-9434.2012.01445.x
Tessarini, G. & Saltorato, P. (2021). Workforce Agility: A systematic Literature Review and a Research Agenda Proposal. Innovar, 31 (81). In press. https://doi.org/10.15446/innovar.v31n81.95582.
Youndt, M. A., Snell, S. A., Dean, J. W., Lepak, D.P. (1996). Human Resource Management, Manufacturing Strategy, and Firm Performance. Academy of management Journal, 39 (4), 836-866. https://doi.org/10.2307/256714
References  
Ahammad, M. F., Glaister, K. W., & Gomes, E. (2020). Strategic agility and human resource management. Human Resource Management Review, 30(1), https://doi.org/100700.10.1016/j.hrmr.2019.100700
Aminihajibashi. A., Seyedjavadin. S. R., Amiri. M., and YazdanPanah. A.A. (2017). Designing and explaining the agility model of human resource leadership in higher education institutions. Human resource management research, 11, 87-112. https://doi.org/20.1001.1.82548002.1398.11.2.4.6. [In Persian]
Akkaya, B., & Tabak, A. (2020). The linkbetween organizational agility andleadership: A research in science parks. Academy of Strategic Management Journal, 19(1), 1-17.
Ali. A., Ziyadini. A., & Hadavinejad, M. (1400). Development and transformation of manpower agility model. Journal of Development and Transformation Management, (45), 87-101. https://doi.org/20,100,1,1,258954,1400,02,25,5,8. [In Persian]
Arefnejad, M., Sepahvand, R., Rahimi Aghdam. S. (2016). A Model of Organizational Agility Improvement Based on Human Resources Flexibility in Banking Industry. Human Resources Studies, 10, 1-26. https://doi.org/10.22034/jhrs.2020.155360.1111. [In Persian]
Asari, M., Sohrabi, R., & Reshadi, M. (2014). A theoretical model of workforce agility based on the theory of planned behavior. The 3th International Conference on Behavioral Science, 28th February, Kish – IRAN.
Asfahani, A. (2021). The impact of modern strategic human resources management models on promoting organizational  agility. Academy of Strategic Management Journal, 20(2), 1-1
Azuara, V. (2015). A human resource perspective on the development of work force agility. Thesis PHD, School of Business and Management, Pepperdine University.
Basharti-Moghadam. M., Mollaee. M., and Ramzaninejad. R. (2019). Examining the effect of organizational structure on the integrity and coherence of the organization; the study of the Ministry of Sports and Youth of the Islamic Republic of Iran. Organizational Behavior Management in Sport Studies, 7, 26-27, Summer, 2020, 69-8. https://doi.org/10.30473/fmss.2020.53082.2142. [In Persian]
Breu, K., Hemingway, C.J., Strathern, M., & Bridger, D. (2002). Workforce agility: The new employee strategy for the knowledge economy. Journal of Information Technology, 17(1), 21-31. https://doi.org/10.1080/02683960110132070
Chan, F. K., & Thong, J. Y. (2009). Acceptance of agile methodologies: A critical review and conceptual framework. Decision Support Systems, 46(4), 803-814. https://doi.org/10.1016/j.dss.2008.11.009
Chonko, L. B., & Jones, C. (2005). The need for speed: Agility selling. Journal of
Personal Selling & Sales Management, J. Person. Sell. Sales Manag, 25(4): 371-82.
Dyer, L., Shafer, R.A., (1998). From human resource strategy to organizational effectiveness: Lessons from research on organizational agility. Center for Advanced Human Resource Studies. Ithaca ،NY. https://doi.org/10.1002/hrm.20059
Goodarzi, B., Shakeri, K., Ghaniyoun, A., & Heidari, M. (2018). Assessment correlation of the organizational agility of human resources with the performance staff of Tehran Emergency Center. Journal of Education and Health Promotion, 7. https://doi.org/10.4103/jehp.jehp_109_18
Goldman, S. L., Nagel, R. N., & Preiss, K. (1995). Agile competitors and virtual organizations: Strategies for enriching the customer (Vol. 8). New York: Van Nostrand Reinhold.
Harvey, C. M., Koubek, R., Chin, L. (1999). Toward a model of workforce agility. International Journal of Agile Manufacturing, 2(2), 203-218. https://doi.org/10.1016/j.ijpe.2010.08.010
Hopp, W. J., & Oyen, M. P. (2004). Agile workforce evaluation: A framework for cross-training and coordination. Iie Transactions, 36(10), 919-940. https://doi.org/10.1080/07408170490487759
Johnson, D. (2004). The university pivate sector interface and the Ontario economy. A Background paper. Ontario Economic Summit. Ontario.
Kaplan, G. (1993), The flexible factory: Case studies, IEEE Spectrum.
Khodabandeh. N., Mohammadi. N. A., Dorudi. H., and Mansouri. A. (2017). Human resource agility modeling based on the data base theorizing approach (case study). Educational Leadership and Management, 12, 87-108. https://doi.org/20,100,1,1,85005421,1397.04,08,2,2. [In Persian]
Lin, C.-T., Chiu, H., & Chu, P.-Y. (2006). Agility index in the supply chain. International Journal of Production Economics, 100(2), 285-299. https://doi.org/10.1016/j.ijpe.2004.11.013
Meade, L., &Sarkis, J. (1999). Analyzing organizational project alternatives for agile manufacturing processes: An analytical network approach IJOPR, 37, 241-261. https://doi.org/10.1080/002075499191751
Meredith, S., Francis, D. (2000), Journey towards agility: The agile wheel explored. The TQM Magazine. 12(2), 137-143. https://doi.org/10.1108/09544780010318398
Mohammadi, A.,& Amiri, Y. (1391). Presenting an interpretive structural model of achieving agility through information technology in manufacturing organizations. Information Technology Management, 4, 115-134. [In Persian]
Mohammadi.F. (2016). Presenting a model for the agility of human resources of the organization using office automation systems, master's thesis of information technology engineering, Foulad Institute of Higher Industrial Education. [In Persian]
Morovvati Sharifabadi, A., Yunsifar, S.A., Agha Bagheri, H.& Kishvarshahi, M.  (2011). Presenting a conceptual framework for evaluating the agility and ranking of organizations using the Interval fuzzy electur technique. Production and Operations Management, 3, 23-40. [In Persian]
Muduli, A. (2013). Workforce Agility: A Review of Literature. IUP Journal of Management Research, 12(3), 55.
Nijssen M. &Paauwe, J. (2013). HRM in turbulent times: how to achieve organizational agility. The International Journal of Human Resource Management, 23(16), 3315-3335
QaneEbadi. M., Arasteh. H., Noh Ebrahim. A. R. & Abdolhi. B. (2016). Designing organizational agility model of public universities in Tehran. Management and Planning in Educational Systems, 12(2): 13-40. https://doi.org/10.29252/mpes.12.2.13. [In Persian]
Quinn, R. D., Causey, G. C., Merat, F. L. & Sargent, D. (2010). An agile manufacturing work cell design. IIE Transactions 29(10), 901–909.
Rahemi, M., Majidi, M., & MehtriArani, M. (1402). Designing human resource agility model in medium and large companies. Doctoral thesis of human resources management. Islamic Azad University. Saveh Branch. [In Persian]
Raisi. SH. (1400). The effect of good organizational governance on organizational agility and silence (case study: Employees of Shahrekord city governorate). Master's thesis in the field of management. Payam Noor University. Dilijan. [In Persian]
Rastgar. A. A., Dehghan. E., & Houshmandi Bagheri. Q. (2019). Designing and explaining the agility model of human resources in project-oriented organizations. Executive Management Research Journal, 12, 295-320. https://doi.org/10.22080/jem.2021.18758.3195. [In Persian]
RoghaniMamqani. I., Haqitmanfard. J., & Jafarnjad. A. (2019). Explaining the model of agility strategy in the country's automobile industry based on general policies of resistance economy. Strategic Management Researches, 26, 103-128. https://doi.org/20.1001.1.22285067.1399.26.76.5.9. [In Persian]
Samdantsoodol, A., Cang, S., Yu, H., Eardley, A., & Buyantsogt, A. (2017). Predicting the relationships between virtual enterprises and agility in supply chains. Expert Systems with Applications, 84, 58-73. https://doi.org/10.1016/j.eswa.2017.04.037
Sharifi, H., & Zhang, Z. (2001). Agile manufacturing in practice-Application of a methodology. International Journal of Operations & Production Management, 21(5/6), 772-794. https://doi.org/10.1108/01443570110390462
Sherehiy, B., Karwowski, W., & Layer, J. K. (2007). A review of enterprise agility: Concepts, frameworks, and attributes. International Journal of Industrial Ergonomics, 37(5), 445-460. https://doi.org/10.1016/j.ergon.2007.01.007
Sherehiy, B & ,.Karwowski, W. (2014). The relationship between work organization andworkforce agility in small manufacturing enterprises. International Journal of Industrial Ergonomics, 44(3), 466-473. https://doi.org/10.1016/j.ergon.2014.01.002
Soltani. F., Nazim. F., and Imani. M. N., (2019). Presentation of organizational agility model based on human resources development in Islamic Azad University of Tehran Province. Educational Management Innovations, 15, 1-22. https://doi.org/20.1001.1.20081138.1399.15.3.1.1. [In Persian]
Strauss, A. & Corbin, J. (2015). Fundamentals of qualitative. research: Techniques and stages of grounded theory production. translated by Ebrahim Afshar. Tehran: Nei Publishing. [In Persian]
Suofi, H., Hosnavi, M., & Mirsepasi, N. (2014). A study on relationship between workforce agility and knowledge sharing. Management Science Letters, 4(5), 1015-20.
Sumukadas, N., & Sawhney, R. (2004). Workforce agility through employee involvement. IIL Transactions, 1011-1021. https://doi.org/10.5267/j.msl.2014.3.009
Swisher, V. V. Eichinger, R. W. & Lombard. M. M. (2012). Leadership development: exploring, clarifying, ande Our understanding of learning agility. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5(9), 280-6. https://doi.org/10.1111/j.1754-9434.2012.01445.x
Tabarsa. GH., Sharifi.S., and Hosseini.S.A., (2015). Investigating the effect of employees' information literacy on organizational agility. Human Resource Management Research, 8(2): 113-136. DOI. https://doi.org/20.1001.1.20084528.1395.8.2.5.6. [In Persian]
Taji. Z., Bardbar. GH.(2014). Investigating the relationship between transformational leadership and human resource agility. Human Resource Management Research, 7(2):153-177. https://doi.org/10.30473/fmss.2020.53082.2142. [In Persian]
TawakliMoghadam. F., Seyed Naqvi. M. A., Islambolchi. A. R., and Rabiei Mandjin. M. R. (2018). Human resource agility model: an analysis of car after-sales service companies in Iran. Business Management Quarterly, 44, 65-48. https://doi.org/20.1001.1.22520104.1398.11.44.3.9. [In Persian]
Tessarini, G. & Saltorato, P. (2021). Workforce agility: A systematic LiteratureReview and a Research Agenda Proposal. Innovar, 31(81). In press. https://doi.org/10.15446/innovar.v31n81.95582.
Youndt, M. A., Snell, S. A., Dean, J. W., & Lepak, D. P. (1996). Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 39(4): 836-866. https://doi.org/10.2307/256714
Ziyai. M.S., Hassan Qoli. T, Abbaspour. A, & Yarahmadzahi. M. H. (2011). Explaining the model of developing individual capabilities of human capital with the aim of making small and medium enterprises agile. Public Management Research, 5, 27-44. 10.22111/jmr.2012.66010.22111/jmr.2012.660. [In Persian]
 
کاشان شناسی
دوره 16، شماره 1 - شماره پیاپی 30
30
شهریور 1402
صفحه 183-218

فایل ها

هم رسانی

ارجاع به این مقاله

آمار