The mediating role of organizational intelligence in the effect of organizational DNA on organizational agility: A study on institutional managers

This study examines the effect of organizational DNA on organizational agility and aims to reveal the mediating role of organizational intelligence in this effect. In today's rapidly changing and uncertain business environment, the ability of organizations to develop agile structures is critically important for sustainable competitive advantage. In this context, the interaction between organizational DNA, which represents the fundamental codes of organizational structure, and organizational intelligence, which refers to the capacity for strategic decision-making, learning, and knowledge management, is evaluated in terms of the formation process of agility. The quantitative data of the study were collected through surveys from 410 company managers working in the manufacturing and service sectors in the provinces of Edirne, Kırklareli, Tekirdağ, Istanbul, Çanakkale, and Balıkesir, and were analyzed using SPSS and AMOS software. To examine the factor structure, both exploratory and confirmatory factor analyses were conducted, and the relationships between variables were tested using structural equation modeling. Additionally, the Mann-Whitney U and Kruskal-Wallis tests were used to evaluate statistical differences between sample groups. The findings revealed that while organizational DNA has an effect on organizational agility, this direct effect disappears through the mediating role of organizational intelligence, indicating a full mediation effect. According to the results obtained from the structural equation model, it was found that the triple negative organization model of organizational DNA has a significant effect on organizational intelligence. The military organization model also has a significant effect on organizational intelligence. Organizational intelligence was found to have a significant effect on both reactive and strategic agility. Organizational intelligence was also found to have a significant effect on flexibility. Furthermore, it was determined that organizational DNA, organizational agility, and organizational intelligence show differences in terms of socio-demographic characteristics.