A Model for Strategic Control of a Resilient Organization (Case Study: Bank Mellat)

Abstract

The aim of this study is to design a model for the strategic control of a resilient organization in Bank Mellat. From the perspective of its objective, this research is considered a fundamental study. In this research, fifteen interviews were conducted with banking industry experts, all of whom have more than 15 years of work experience. Moreover, this study is a descriptive-survey research in terms of its nature and methodology and is classified as a mixed-methods study (qualitative-quantitative) based on its execution and type of data. Data collection was carried out using interviews and questionnaires. The study population in the interview phase consisted of experts and senior specialists in the field under investigation. In the first phase of the study and the qualitative section, the dimensions (main themes) and subcategories (sub-themes) of factors affecting the strategic control of a resilient organization were identified and extracted using MAXQDA software. Based on the results obtained from MAXQDA, the identified themes include organizational preparedness level, environmental adaptability, effects and consequences, risk and crisis management, planning and organizational structure, technology and tools, and resources and budget. The results also categorized the sub-themes extracted in the previous stages of thematic analysis into three main themes: organizational performance indicators, organizational cultural indicators, and organizational managerial indicators. The findings from the qualitative phase of the study were compiled into a questionnaire compatible with the ISM technique and presented to experts in the relevant field. The panel for this phase was selected based on a combination of experts with diverse specializations, and a sample size of 15 was used.