نقش هوشمندی استراتژیک در چابکی سازمان (مطالعه موردی: حوزه‌های سرپرستی بانک‌های شهرستان همدان)

Abstract
Background and purpose: The current world is affected by a series of changes that occur at an unprecedented speed. In this situation, there is a need for an agile and fast solution to properly react to the aforementioned changes and achieve previously determined goals, which we call strategic intelligence. Strategic intelligence is a systematic and continuous process of exploring trends and the market environment using powerful analytical systems that ensure the production of knowledge and digital tools for long-term decisions and the organization's readiness for unpredictable future challenges. Strategic intelligence identifies and solves problems that are beyond past experiences and that the organization will face in the future and can be effective in making the organization agile in this direction. In fact, how organizations succeed in a dynamic and unpredictable environment is the most important challenge in today's world. Although various solutions have been introduced, organizational agility is considered one of the most popular solutions. Organizational agility is not a basic organizational capability that emerges alone but relies on a set of superior capabilities such as strategic intelligence. This study was conducted to investigate the effect of strategic intelligence on organizational agility in the areas of supervision of banks in Hamedan province.
Methodology: This study is objectivist from the point of view of ontology, law-based from the point of view of methodology, positivist from the point of view of epistemology, and deterministic from the point of view of anthropology, and its approach to obtaining data is inductive, in terms of practical purpose, quantitative from the point of view of the type of data, according to the implementation strategy It is survey and cross-sectional in time dimension. Its statistical population was all the employees of the supervisory areas of the banks of Hamedan province, numbering 85 people, and a sample number of 69 was selected from among them. The method of data collection was using a researcher-made questionnaire tool. Exploratory factor analysis based on the extraction of principal components with varimax rotation was used to evaluate the validity of its tools. Cronbach's alpha coefficient was used to check the reliability of the tools and finally, the validity and reliability of the tools were confirmed. A structural path modeling method based on partial least squares was used for data analysis.
Findings: Analytical evidence confirms that strategic intelligence is 0.984 (n = 69, P = 0.95, α = 0.05, TValues = 128.621, Sig = 0.000, r - 0.96) It has a significant effect on organizational agility. Also, the components of strategic intelligence including foresight in the amount of 0.287 (n = 69, P = 0.95, α = 0.05, TValues = 6.095, Sig = 0.000, 2r = 0.08), systemic thinking to the extent of 0.414 (n = 69, P = 0.95, α = 0.05, TValues = 8.746, Sig = 0.000, 2r = 0.17), participation to the extent of 0.274 (69 = n, P = 0.95, α = 0.05, TValues = 4.939, Sig = 0.000, 2r = 0.08) and motivation by 0.364 (n = 69, P = 0.95, α = 0.05, TValues = 128.621, Sig = 0.000, 2r = 0.13) has a significant effect on organizational agility. In the evaluation of the hypothesized paths, no indirect effects were observed, and the direct effects were exactly equal to the total effects. Quality evaluation indicators of external models, internal models, and the whole model confirmed the adequacy of the fit of the indicators and the appropriate fit of the estimated model.
Conclusion: Strategic intelligence is a powerful and effective predictor of organizational agility in the banking industry. Also, strategic intelligence components can predict organizational agility well. This importance has also been observed in previous findings. It seems necessary and necessary that this variable is considered in organizational mechanisms and planning to be agile and achieve predetermined goals and not only as an effective and efficient tool but also as a point of view in the organization and all layers The organization regardless of the area of authority, should be used as a consistent procedure. The use of this tool in the macro-decisions of the senior levels seems necessary and necessary, and the senior managers of the studied industry must consider this.

Keywords: strategic intelligence, organizational agility, banking.