The main goal of this research is to provide a multi-level model of drivers affecting strategic agility based on innovation in exporting companies. According to the purpose, this research is among the applied researches in terms of strategy, of the type of mixed researches, which is used in the qualitative part of content analysis and in the quantitative part, interpretive structural modeling is used for analysis. The method of data collection in this research is field type, and the data collection tools are interviews and questionnaires. The statistical population of the research in the qualitative part were senior managers of exporting companies and in the quantitative part, some senior managers of exporting companies and university professors in the field of management and strategic planning. The sampling method in this research is theoretical and 15 people were selected in the qualitative section and 12 people were selected as samples in the quantitative section. The results obtained in the qualitative part, which was carried out with the aim of identifying drivers effective on innovation-based strategic agility, revealed that thirteen drivers have a prominent role in strategic agility from the point of view of senior managers of exporting companies, and out of these thirteen drivers were used to design a questionnaire in The interpretive structural modeling section was used. The results obtained in the interpretive structural modeling section led to the presentation of a multi-level model of drivers affecting strategic agility based on innovation in exporting companies, and the identified drivers were placed in seven levels. According to the results obtained from the multi-level model of the research, exporting companies should pay special attention to the documentation of market knowledge to strengthen the strategic agility based on innovation. This driver was identified as the most important relevant factor in the model, followed by the drivers of knowledge sharing among processes, willingness to innovate, leadership, organization's support for development strategies, long-term perspective among senior managers, aggressive competition, focus on recruitment Competitors' knowledge, emphasis on talent management strategy, senior management's attention to organizational strategy and finally risk-taking, multi-skilled employees and organizational mentoring.