The role of strategic alliance, dimensions of ambidexterity, and strategic agility on the international performance of Iranian organizations

Aim and Introduction
During the past few decades, the evolution of the international economy has encouraged many companies to search for international markets, therefore, organizations need organizational changes in accordance with the environmental conditions in order to improve their performance. So organizations need to be aware of their international performance. International performance is influenced by organizational strategies. One of these strategies is creating strategic agility in the organization. On the other hand, the decision to adopt agile strategies is submerged at the macro level, as is the adoption of two-way strategies (exploration or exploitation). The dimensions of the two pillars allow the organization to respond appropriately to environmental changes in an agile manner. But all these strategies are influenced by organizational alliances. Alliances that are seen today at the strategic level are actually the ultimate level of alliance between two or more organizations. Therefore, the purpose of this research is to investigate the international performance of organizations based on strategic alliance, two-column dimensions (exploration and exploitation), and strategic agility.
Methodology
The current research is in the descriptive-survey category in terms of its nature and collection method. Also, the current research is practical in terms of its purpose. The statistical population of this research is made up of senior managers of Iranian companies that have an international unit. In structural equations, the sample size can be obtained based on the number of research subjects. In between, 227 companies and 364 people completed the questionnaire of this research. . Structural equation modeling (SEM) using software PLS was used to examine the relationships between the constructs of this research.

Findings
According to the data analysis, in the current research, it was found that strategic alliance has a positive and significant effect on the dimensions of ambivalence (exploration and exploitation). It was also found that the dimensions of two pillars (exploration and exploitation) have a positive and significant effect on strategic agility. Finally, this research showed that strategic agility has a positive and significant effect on the international performance of organizations.
Discussion and Conclusion
The findings of the present research lead to a better understanding of the managers of the factors that affect the international performance of the organization. In fact, it can be said that managers of international companies can influence their international performance by making appropriate decisions. According to the assumptions of the research, it showed that organizations should form strategic alliances with other organizations to easily overcome these obstacles due to the uncertainty and lack of resources they need. On the other hand, the formed strategic alliances are more inclined to take advantage of the existing situation, hence they form strategic alliances of the type of exploitation. Also, the adoption of two-dimensional strategies (exploration and exploitation) will increase the strategic agility of organizations. This effect is much greater when organizations intend to use an exploration strategy than when they have an exploitation strategy . The research showed that strategic agility in today's complex environment improves the international performance of organizations .