Prioritization and Structural Analysis of Human Resource Development Drivers Based on the Dynamic Capabilities Approach in the Banking Industry

Articles in Press

Document Type : Original Article

Authors
leila babaei 1
javad mehrabi 2
Seyyed mahdi alvani 3
Gholamreza Meamarzade tahran 4
1 PhD student, Department of Public Administration, Qa.C., Islamic Azad University, Qazvin, Iran
2 Assistant Professor, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran
3 Professor, Department of Public Administration, Qa.C., Islamic Azad University, Qazvin, Iran
4 Associate Professor, Department of Public Administration, Faculty of Management, Science and Research Branch, Islamic Azad University, Tehran, Iran
10.22034/jik.2026.79428.4998
Abstract
The present study aimed to prioritize and analyze the structural drivers of human resource development based on the dynamic capabilities approach in the banking industry. This research was conducted with a mixed method (qualitative-quantitative) in two parts: In the first part, key drivers were identified through a systematic literature review and categorized into 8 pivotal factors. In the second part, the 8x8 structural interaction matrix was provided to 18 academic experts and executive managers of the Agricultural Bank of Tehran branches, who were selected through a purposeful method. The data obtained from paired questionnaires were analyzed with the MiqMaq software.

The findings showed that the system has high stability and the matrix filling rate is 84.37%. The variables "training and application of new technologies in human resources" and "organizational stability and flexibility" with the highest guiding power and net impact were identified as the most influential drivers of the system. In contrast, "dynamic and efficient human resource management" was determined as the ultimate goal and the variables "recreation and adaptation of resources and structures" and "culture of continuous learning and innovation" were determined as the influential variables. The results show that improving system performance requires structured interventions on root drivers and optimal management of indirect effect transmission channels on dependent variables.t variables.
Keywords
Dynamic capabilities
Human resource development
MICMAC software
Banking industry
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