ارائه الگوی مدیریت منابع انسانی جهت دست‌یابی به چابکی کسب و کارهای کوچک و متوسط الکترونیکی(مورد مطالعه: کسب و کارهای الکترونیکی در ایران)

Abstract
The purpose of this study is to provide an appropriate model of human resource management in e-business. In addition, the study of the concept of agility in small and medium-sized electronic businesses and the promotion of agility characteristics through human resource management. The present study is a qualitative research method. This research is based on a multiple case study. The statistical population of this research is small and medium electronic businesses that have between 5 to 250 employees, the sampling method is purposeful and it is one of the seven small and medium electronic businesses. In this study, various data sources such as archival documents, documents, and interviews were used and to analyze the data, a technique called pattern matching and cross-case integration was used. Validity and reliability in this study has been done and confirmed using structural validity, internal validity, external validity and reliability. The general structures and functions of human resource management in this type of business as well as their contribution to eight agility characteristics which are: textual clarity, common goal, appropriate efficiency, flexible organizational structure, continuous learning, independence and responsiveness. As if personal growth and cooperation were analyzed. In addition, three characteristics of workforce agility, which are: activism, adaptability and productivity were also examined. It was concluded that the structures and functions of human resource management in general reveal the characteristics of small and medium-sized businesses. Therefore, this study found that business agility is increasingly growing through human resource management functions. Common goal, good efficiency, continuous learning, collaboration and productivity are the features that are mostly developed through human resource management in small and medium e-businesses.
Introduction
This study combines the specific features of e-business as well as the features of small and medium-sized businesses, resulting in a diverse and highly sophisticated but responsive organization as Small and medium electronics are named. Due to the rapid expansion of the world and the lack of research in this area, this research was limited to this type of business. It is argued that these types of businesses, because of their characteristics, accept agility and operate mainly in a highly competitive environment.
Case study
Small and medium-sized businesses are defined by the European Commission (2016) as having between 5 and 250 employees. Seven online businesses were selected according to the mentioned features.
Materials and Methods
In this study, human resource management was structured in each case study, and in the data collection process, the status of human resource management in relation to business agility in each company was examined. Finally, the findings of each case study were compared with the theoretical framework developed through the pattern matching strategy.
Discussion and Results
Findings show that three of the seven companies surveyed have a separate human resource management department, while the other four companies organize human resource management tasks as additional tasks by one or more employees. The in-house analysis of agility traits is as follows:

Text resolution: Text resolution is integrated in most of the companies surveyed.
Common goal: Human resource management activities about the common goal exist in all companies studied.
Appropriate return: Appropriate return was observed in small and medium e-business due to the limited resources of these companies.
Flexible organizational structures: Only a small number of companies succeed in flexibility through human resource management activities.
Continuing Learning: Only four of the seven companies surveyed have formal structures to enhance continuous learning.
Independence and Accountability: All companies stated that employees have a high level of accountability and independence.
Personal growth: Personal growth is on the agenda of all the companies studied and all of them have activities to cultivate this principle.
Collaboration: Most of the studied companies carry out formal human resource management activities to cultivate this feature.
Activity: Cena has a good ability to measure activity, yet others have said it is difficult to evaluate before someone starts.
Compatibility: The two companies used formal human resource management activities to cultivate this trait.
Productivity: All companies provide training to their employees that is possible with company resources.

Conclusion
Human resource management activities in small and medium-sized e-businesses activate agility, as these activities are used in most case studies, due to the small size of the company and their limited resources. It is surprising. Therefore, we conclude that human resource management activities are an important factor in achieving agility in business and these activities should be developed and integrated into the company's culture and daily affairs.