The Impact of Agile Performance Management on Administrative Innovation with the Mediating Role of Learning Agility and Employee Participation in Supportive Organizations(Case Study: Employees of Imam Khomeini Relief Committee in Bojnourd City)

EXTENDED ABSTRACTBackground and Objectives: Agile performance management, characterized by continuous feedback, dynamic goal-setting, and procedural transparency, is increasingly vital for public organizations seeking efficiency and innovation. Administrative innovation—implementing new ideas, processes, and structures—is critical in supportive organizations such as the Imam Khomeini Relief Committee. However, the mechanisms linking agile performance management to administrative innovation remain underexplored in Iranian public-sector contexts, particularly in supportive organizations. This study aims to investigate the direct and indirect effects of agile performance management on administrative innovation, examining the mediating roles of learning agility and employee participation.Materials and Methods: This applied, descriptive-correlational study targeted ۱۵۰ employees of the Imam Khomeini Relief Committee in Bojnourd City. Using a census method, ۱۳۰ valid questionnaires were analyzed. Instruments included standardized scales for agile performance management (Ravichandran, ۲۰۱۸), administrative innovation (Jiménez-Jiménez & Sanz-Valle, ۲۰۰۸), learning agility (Gravett & Caldwell, ۲۰۱۶), and employee participation (Salanova & Schaufeli, ۲۰۰۸), all rated on a ۵-point Likert scale. Reliability (Cronbach’s α > ۰.۷۶; CR > ۰.۸۶) and validity were confirmed. Data were analyzed using Structural Equation Modeling with Smart PLS ۳. Model fit indices (GOF = ۰.۶۰۰; R² = ۰.۳۷۱) indicated acceptable fit.Results: All seven research hypotheses were supported. The strongest direct effect was employee participation on administrative innovation (β = ۰.۵۴۲), followed by learning agility (β = ۰.۴۳۶). Significant direct effects were also found for agile performance management on learning agility (β = ۰.۴۷۱), employee participation (β = ۰.۳۷۰), and administrative innovation (β = ۰.۳۶۷). Bootstrapping confirmed significant indirect effects through learning agility (β = ۰.۲۰۵) and employee participation (β = ۰.۲۰۰). The total effect was ۰.۷۷۲, with total indirect effect of ۰.۴۰۵. Partial mediation was supported (combined VAF = ۵۲.۵%).Conclusion: Agile performance management enhances administrative innovation both directly and indirectly by bolstering learning agility and employee participation. These findings fill a research gap in the Iranian public-sector context and align with organizational agility, job engagement, and organizational learning theories. Practically, managers should design continuous feedback systems, foster a learning culture, empower employees through participative decision-making, and implement integrated learning–participation interventions. Despite limitations such as the cross-sectional design and single public-sector sample, future longitudinal and comparative studies across diverse organizations are recommended to enhance generalizability.

کلیدواژه ها:

Agile Performance Management ، Administrative Innovation ، Learning Agility ، Employee Participation