Today’s organizations seek new ways of competition in order to survive and to be successful in the market. Advanced technologies, qualified products and services, hiring diverse workforces and understanding customer and market needs are the most important challenges that organizations encounter. In such challenges, the ability to change is a critical factor for organizational development. In 1991, a new paradigm, called Organizational Agility, was discussed. It includes the successful and in time reaction to the environmental changes. In this article, a revision of organizational agility concept and dimensions, some models of organizational agility along with the characteristics of agile employees are discussed.

The agile principal-based regulation is necessary for adaptation to rapid technology changes. The fast-paced progress in digital technology can be a challenge to traditional regulation which is often process-based and consultative. These challenges require regulatory actions that minimize the risk and while being agile enough to allow research, innovation and technology diffusion to continue. agile regulation offers advantages such as information capabilities and industry communication improvement, cost reduction and performance and efficiency increase. In this paper, tools for agile governance and regulation are introduced, and some approaches for expanding regulation beyond the governance and the key principles for agile regulation are discussed. Further, the important issues of agile regulation such as joint-up regulation, outcome-focused regulation and international cooperation are discussed and regulation management approaches to ensure suitability for the future. Finally, based on the findings of this research, we propose an agile regulatory framework for Iran. This proposed framework can play an important role in organizing the regulation of the digital economy and determining the connections between its parts.

Nowadays, in turbulent and violate global markets an agile Supply Chain (ASC) is frequently considered as a dominant competitive advantage for survival. To achieve the competitive advantage, companies must align with suppliers and customers to streamline operations, as well as agility beyond individual companies. There are many definitions and models about agile supply chain and most of them have emphasized capabilities and enablers, and their sub attributes, as two critical factors, but regardless of time and its effect on the main attributes. This paper tries to present the role of time on predicting the agility of supply chain, by studying effect of intervention time on enablers and eventually predict the progress trend of agility in supply chain. This article follows our previous research which is present the model of agility in supply chain management by ANFIS method and has been published on Kuwait Journal1.To gain this end we use ANFIS output to assess agility and compare the effects of agile enablers in period of time on capabilities in Iran Khodro manufacture. This recognition helps managers to consider time as leverage factor and focus on this factor to enhance existent agility level and achievement the desired one.