In the recent years, the global economy has evolved to an economy of knowledge. All OECD (The Organisation for Economic Co-operation and Development) countries have moved from models based on labour, raw materials, and physical capital to economies of knowledge and intangible capital. In an ever-changing global marketplace, companies are looking for every opportunity to gain competitive advantage. Advances in technology, increasingly informed customers, information overload, new regulatory requirements, and liberalization of the world economy have created a common playing ground for all organizations making it more difficult for any organization to gain sustainable competitive advantage (DeGroote, 2012). Reacting to the changes in the organization, some studies (Ganguly, Nilchiani, & Farr, 2009; Overby, Haradwaj, & Sambammurthy, 2006) have suggested that an advanced competitive strategy that organizations should possess is their capability to sense any unanticipated change in the marketplace or customers preferences and then readily respond to them. This capability is termed Organizational agility, which is considered to be an important survival strategy for modern organizations in the current turbulent business environments. In 1992, Concept of Organizational agility was introduced by Robert Nagel and Rick Dove in IACCOCA institute. Organizational ag
ility is the capacity of a company to adapt itself to the changes, often unforeseen, in its environment, and to exploit changes as opportunities of development and growth through fast and innovative answers.it helps the company to deal witch rapidly changing environment (Marhraoui & Manouar, 2017). It is fundamentally necessary for organizations facing changing conditions to use production factors to achieve the objectives of the organization, employees, and shareholders (Shahrabi, 2012). To address these issues, organizational agility requires firms to quickly manage their knowledge when responding to a changing environment, and the market environment in particular (Kodish, Gibson, & Amos, 1995). The knowledge management (KM) phenomenon has a strategic importance in developing unique capacities of organizations and in providing them with sustainable competitive advantage (Shannak, 2010). KM processes (KMPs) is getting more importance as a subject researching due to the potential role of KMPs in contributing to the success of organizations in general and educational institutes in particular. KM also assists in achieving organizational goals by allowing know-how and expertise to be easily shared and accessed (Mishra and Bhaskar, 2011) as well as it also helps the companies in identifying, creating, and developing in order to gain competitive advantage.