Designing an Organizational Resilience Model in Government-owned banks
Subject Areas : Urban Transportation
Davood Abolhasani
1
(
Department of Management, Faculty of Humanities, Saveh Branch, Islamic Azad University, Saveh, Iran
)
Sirous Tadbiri
2
(
Department of Management, Faculty of Humanities, Saveh Branch, Islamic Azad University, Saveh, Iran
)
Maryam Madjidi
3
(
Department of Management, Faculty of Humanities, Saveh Branch, Islamic Azad University, Saveh, Iran
)
Keywords: Sustainability, Survivability, Bank Stability, Knowledge trait, Inter-organizational Social Capital,
Abstract :
Governmental organizations now recognize the importance of organizational flexibility in a crisis. This study aimed to develop an organizational resilience model in state-owned banks, with particular emphasis on the Iran Melli Bank, using an interpretive paradigm and a grounded theory approach. Nineteen experts were interviewed in a targeted manner until theoretical saturation was reached. The data were analyzed via open, axial, and selective coding. Melli Bank's organizational resilience paradigm model includes 128 open codes consisting of the core phenomenon seven codes, causal conditions 54 codes, contextual conditions 27 codes, intervening conditions ten codes, strategies 13 codes, and consequences 17 codes. The core phenomenon was Bank Melli's resilience, including two subcategories: customer-centric performance and positive trait. It was influenced by the causal conditions involving human resources characteristics, financial capability, inter-organizational social capital, technical knowledge capabilities, environmental knowledge, knowledge management, organizational capabilities, inter-organizational capabilities, and contextual conditions such as macro forces, banking factors, and industry factors. The development of resilience was possible through behavioral, economic-financial, and technical mechanisms influenced by the bank manager's intervening conditions and the employees' characteristics. The resilience also had the consequences of good performance with quick response, saving the bank's life, and impacting the community.
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