Designing a Strategic Agility Model with the Dynamic Capabilities Approach in the Banking Industry (Case Study: Active Banks in Ilam Province)

The banking industry is facing challenges and obstacles due to increasing uncertainty and changes in the surrounding environment. Overcoming these challenges requires preparation and the ability to quickly adapt the banking industry to complex conditions through capabilities that increase the flexibility and agility of the industry. Strategic agility has been considered a new approach to dealing with complex situations. Based on this, the present research aims to provide a model for strategic agility with the approach of dynamic capabilities in the banking industry. This research is qualitative and practical in terms of the purpose, and the foundation's data theory strategy has been used as a precise and systematic method. The population was the active banks in Ilam province. The data were collected using semi-structured interviews with 11 bank experts who were selected through purposive and snowball sampling. The concepts and categories obtained from the interview were conducted through the process of open, central, and selective coding (132 concepts, 36 sub-categories, and 14 main categories) and finally compiled in the form of the foundation's data conceptual model. The findings showed that the central phenomenon (strategic agility) includes: the dimensions of strategic sensitivity, strategic intelligence, and strategic innovation. The causal factors of the model include macro-environmental factors and organizational and management factors. The contextual factors of the model also include effective policy making and strategic foresight. The desired strategies are individual growth and development strategy and diversity and participation strategy. The intervening factors of the model include environmental and competitive factors, organizational factors, and knowledge of business processes. Finally, the consequences of applying strategic agility in the banking industry contain internal consequences and external consequences.