Modeling Strategic Agility Based on Technological Transformation Considering Mediating and Moderating Variables

Vahideh Salami Heravi; Vahid  Ahmadian; Seyed Samad Hosseini; Sajad Nagdi

Authors

Vahideh Salami Heravi Ph.D. Student, Department of Economy and Management, University of Tabriz, Tabriz, Iran Author https://orcid.org/0009-0006-1367-783X
Vahid Ahmadian Associate Professor, Department of Accounting, Faculty of Economic and Management, University of Tabriz, Tabriz, Iran Author https://orcid.org/0000-0001-6982-7514
Seyed Samad Hosseini Associate Professor, Department of Management, Faculty of Economic and Management, University of Tabriz, Tabriz, Iran Author https://orcid.org/0000-0002-3722-4716
Sajad Nagdi Associate Professor, Department of Accounting, Faculty of Economic and Management, University of Tabriz, Tabriz, Iran Author https://orcid.org/0000-0003-1899-0957

Keywords:

technological transformation, strategic agility, human resource dynamism, Iran Customs Administration

Abstract

Objective: The present study aimed to model strategic agility based on technological transformation while considering mediating and moderating variables.

Methods and Materials: This study was grounded in the positivist research philosophy, employed a descriptive-correlational design, and adopted a quantitative approach using structural equation modeling (SEM) to achieve the research objectives. The statistical population consisted of all employees of customs administrations across the provinces of Iran, from whom a sample of 360 participants was selected using proportionate stratified probability sampling. The sample size was determined based on Cohen’s (1988) statistical power analysis tables for multivariate tests. Data were collected using a researcher-developed questionnaire. Structural equation modeling was performed using SmartPLS version 3.

Findings: The findings indicated that technological transformation had a positive and significant effect on decision-making dynamism (β = .187), decision-making dynamism had a positive and significant effect on structural reconfiguration (β = .490), structural reconfiguration had a positive and significant effect on ecosystem coordination (β = .162), ecosystem coordination had a positive and significant effect on operational agility (β = .250), and operational agility had a positive and significant effect on strategic agility (β = .159; t > 1.96, p < .05). Furthermore, the enablers and barriers of human resource dynamism positively moderated the relationships among all the aforementioned variables (p < .01). The bootstrapping test also confirmed the validity of the serial mediation pathway from technological transformation to the realization of strategic agility (β = .101, t = 2.463, p < .01).

Conclusion: Strategic agility in customs administration is the outcome of a synergistic value chain comprising technology, intelligent decision-making, structural reform, and external coordination, the functioning of which is accelerated by human resource dynamism.

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