Explaining the Role of Social Capital Levels in the Formation of Organizational Resilience in Government-owned Banks

Organizational resilience is an organizational capability influenced by social capital. This study aimed to examine the role of different levels of social capital in the development of organizational resilience in government-owned banks. The study employed a mixed method approach, combining qualitative and quantitative analyses. The first stage involved thematic analysis, using interviews with 19 academic and banking experts. The findings revealed 48 final codes representing three main concepts: social capital of the banking network, trans-banking social capital, and bank resilience. The social capital of the banking network, including branch social capital, inter-branch social capital, and linking social capital, along with trans-banking social capital encompassing vertical and horizontal social capital, proved influential in shaping the resilience of Bank Melli. In the quantitative stage, the analysis of 308 questionnaires using multiple linear regression demonstrated that all five types of social capital significantly influenced the resilience of Bank Melli. Based on the standard beta coefficient and the determination coefficient, vertical social capital (capital injected by the government and governance institutions) exhibited the greatest impact on the resilience of Bank Melli (β=0.799).