Introduction
In today’s highly competitive global landscape, the importance of innovation, flexibility, responsiveness and collaboration has become increasingly evident for the long-term success of organizations. As the pace of environmental change accelerates, organizations must adapt to new conditions, seize emerging opportunities, and foster an entrepreneurial culture to address evolving needs effectively. Information technology, as a powerful enabler, plays a crucial role in enhancing internal organizational resources, particularly human resources.
An efficient electronic human resource management (e-HRM) system, when properly implemented, can foster organizational learning and empower employees, thereby enhancing the organization's capacity for innovation. The growing demand for more effective work processes, coupled with advancements in information and communication technology (ICT), has driven the rapid development of e-HRM systems.
One of the critical capabilities required in today’s competitive environment is organizational agility. An agile organization aligns its processes and workforce with advanced technologies to meet customer demands through high-quality products and services within a relatively short timeframe. However, despite significant advancements in ICT, the adoption and provision of electronic services remain limited in organizations across developing countries, including our own.
This study explores the benefits and advantages of e-HRM systems, highlighting their impact on key components such as organizational agility, entrepreneurship, and effectiveness. By examining these factors, the research aims to shed light on how e-HRM can contribute to improved organizational performance in dynamic and competitive environments.
 
Research Method
This applied study aims to address organizational needs and improve overall performance and optimization. Methodologically, it is a descriptive-survey study. The research's statistical population consists of 200 employees from Shahid Chamran Hospital in Ferdows. Using the Morgan table, a sample size of 127 was determined. Participants were selected through simple random sampling, and a questionnaire was distributed to them for completion. In the study’s analytical model, e-HRM serves as the predictor variable, while organizational entrepreneurship and organizational effectiveness are the dependent variables. Organizational agility is included as the mediating variable. To measure these variables, standard questionnaires were employed: Firouzi’s e-HRM Questionnaire (2015), Robbins and Coulter’s Entrepreneurship Questionnaire (1989), Sharifi and Young’s Organizational Agility Questionnaire (2000), and Eidi et al.’s Organizational Effectiveness Questionnaire (2012).
The validity of the questionnaires was established through expert review by professors. Reliability was assessed using Cronbach's alpha, resulting in the following coefficients: e-HRM (0.92), Organizational Entrepreneurship (0.87), Organizational Effectiveness (0.85), and Organizational Agility (0.93), all indicating high internal consistency. These values confirmed the reliability of the instruments. After collecting the completed questionnaires, the data were analyzed using PLS (version 4) in two stages: descriptive and inferential analysis. Descriptive statistics were presented in tabular format to characterize the sample. Subsequently, structural equation modeling with path analysis was employed to empirically test the research hypotheses.
 
Findings and Conclusion
The main objective of this study was to examine the role of e-HRM in organizational entrepreneurship and organizational effectiveness, where organizational agility acted as a mediating factor. To achieve this, two main hypotheses and five sub-hypotheses were formulated and tested. The results of the first hypothesis test revealed that organizational agility does not mediate the relationship between e-HRM and organizational entrepreneurship. Similarly, the results of the second hypothesis test indicated that organizational agility does not mediate the relationship between e-HRM and organizational effectiveness.
For the third hypothesis, the analysis showed that the direct effect of e-HRM on organizational entrepreneurship was 0.57, indicating a moderate and statistically significant relationship. For the fourth hypothesis, the direct effect of e-HRM on organizational effectiveness was found to be 0.43, also reflecting a moderate and statistically significant relationship. The results of the fifth hypothesis test indicated that the significance level for the effect of e-HRM on organizational agility was greater than 0.05, meaning that this relationship was not statistically confirmed. The sixth hypothesis test revealed that the effect of organizational agility on organizational entrepreneurship was 0.26, indicating a weak but statistically significant direct relationship. The seventh hypothesis test showed that the effect of organizational agility on organizational effectiveness was 0.49, reflecting a moderate and statistically significant direct relationship.
To successfully implement e-HRM, managers should utilize electronic systems for various functions, such as recruitment, training, payroll, and employee evaluations. Achieving organizational effectiveness requires systematic efforts from both managers and employees to ensure that organizational goals are met at a satisfactory level. Additionally, fostering organizational entrepreneurship and cultivating an entrepreneurial culture should be prioritized. Conditions must be created to enable all individuals within the organization to take on entrepreneurial roles, encouraging creativity and innovation. Lastly, organizational agility should be developed to allow the organization to adapt effectively to changing environmental conditions and navigate the process of growth and development.