The Mediating Role of Organizational Agility in the Relationship between Learning Culture and Digital Transformation Effectiveness in Higher Education: A Case Study of Islamic Azad University in Mazandaran Province

The primary objective of this study is to investigate the mediating role of organizational agility in the relationship between learning culture and digital transformation effectiveness within the higher education sector. This applied study employs a descriptive-correlational design utilizing structural equation modeling (SEM). The target population comprised faculty members, middle managers, and IT specialists across Islamic Azad University campuses in Mazandaran Province during the 2024–2025 academic year. Based on Cochran’s formula and the Krejcie and Morgan table, a sample of 384 participants was selected through stratified random sampling. Data were collected via a standardized questionnaire whose content and face validity were confirmed by a panel of experts. Data analysis and hypothesis testing were conducted using SmartPLS 4 software employing the Partial Least Squares Structural Equation Modeling (PLS-SEM) approach. The structural model results revealed a positive and significant effect of learning culture on organizational agility, as well as a positive and significant impact of organizational agility on digital transformation effectiveness. Furthermore, the full mediating role of organizational agility in the relationship between learning culture and digital transformation effectiveness was empirically supported. Model fit indices demonstrated satisfactory explanatory and predictive power, confirming the robustness of the proposed framework. The findings suggest that a learning culture alone is insufficient to guarantee digital transformation success; rather, it must be institutionalized through the enhancement of organizational agility across decision-making, structural, and operational processes.