Journal of Theoretical and Applied Information Technology 31 st March 2020. Vol.98. No 06 © 2005 – ongoing JATIT & LLS ISSN: 1992-8645 www.jatit.org E-ISSN: 1817-3195 982 THE IMPACT OF KNOWLEDGE MANAGEMENT PROCESSES ON BUSINESS TRANSFORMATION AS MEDIATED BY IT AGILITY HISHAM O. MBAIDIN 1 , SATTAM ALLAHAWIAH 2 , SAMIAHAL TARAWNEH 3 , NANCY AL- QATAWNEH 4 , NOUR AL - QATAWNEH 4, 5 Management Information Systems, School of Business, Mutah University, Jordan Management Information Systems, Al- Balqa' Applied University, Jordan, 1 h_mobaideen@yahoo.com, 2 s.allahawiah@bau.edu.jo oday_tar@mutah.edu.jo , 3 nancyabdqta@gmail.com, 4 nour.qatawneh@brunel.ac.uk, ABSTRACT: This study aims to investigate the impact of knowledge management processes (KMPs) on business transformation (BT) as mediated by IT agility. The population of the study is the lecturers and employees of Mutah University with a total of 305 participants. A questionnaire is adopted to conduct the study then the data is analyzed according toSPSS modeling technique in order to determine what the level of the existing relationship between KMPs and BT as mediated by IT agility. Finally, the study concludes with main findings and recommendations are related to confirming the two main hypotheses of the research that are related to testing if there are relationships between the KMPs (represented by four surrogate measures, namely, knowledge creation, knowledge storage, knowledge sharing and knowledge application) and BT, as well as if the KMPs is related to the BT as mediated by IT agility. KEYWORDS -Knowledge Management, Mutah University, Business Transformation, Technology, IT Agility, SPSS Analysis. 1. INTRODUCTION: The Knowledge Management (KM) phenomenon has a strategic importance in developing unique capacities of organization and providing them with sustainable competitive advantage [1]. KMPsplays a potential role 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 [2] as well as promoting the use of available sources of information, skills and experience [3]. Several researchers have pointed to three main processes of KM, acquisition, sharing and application [4]–[5]–[6]–[7]. The first process in most KM models is knowledge acquisition through which the organization obtains knowledge from internal and external sources [8]. The second process is knowledge sharing, which is related to the transformation or throughput phase including disseminating, storing, codifying, and documenting knowledge [9]. The third process is knowledge application, which is considered as the output aspect of KM.it is defined as “the business processes through which effective storage and retrieval mechanisms enable a firm to access knowledge easily”.[10]Since the operations’ function plays a strategic role in building and sustaining competitiveness, manufacturing companies need to formulate operations strategies in a way that helps to implement their own corporate competitive strategies. Manufacturing competitive priorities are the ways in which an organization has the opportunity not only to compete in the marketplace, but also to choose the type of markets [11].As well as, BT is a changing management strategy, which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision. In turn, this helps to support and innovate new business strategies. For any transformation of a business or business processes, innovation is one of the key drivers. BT is achieved by one or more of: realigning the way staff work, how the organizations structured, the core product or service portfolio of the