Presenting an Organizational Co-Creation Model for Bank Saderat Iran Using a Qualitative and Quantitative Approach

Abstract

The present study aimed to develop and validate an organizational co-creation model for Bank Saderat Iran by identifying the dimensions, components, and structural relationships affecting organizational co-creation in the banking industry. This study employed an exploratory mixed-method design consisting of qualitative and quantitative phases. In the qualitative phase, 15 experts, managers, and specialists in public management and banking were selected through purposive sampling, and data were collected using semi-structured interviews. Qualitative data were analyzed through Braun and Clarke’s thematic analysis using MAXQDA software. In the quantitative phase, the statistical population included all managers and employees of Bank Saderat Iran during 2022–2023. Based on Cochran’s formula, 378 participants were selected using cluster random sampling. A researcher-made questionnaire developed from qualitative findings was used for data collection. Quantitative data were analyzed using confirmatory factor analysis and structural equation modeling through SPSS and Smart PLS software. The qualitative analysis resulted in 132 initial codes, 35 basic themes, 17 organizing themes, and 5 overarching themes, including organizational co-creation culture, co-creative organizational structure, co-creation processes and methods, co-creation technologies and tools, and customer value creation. Quantitative findings demonstrated that all structural paths were statistically significant, with t-values greater than 1.96 and significance levels below 0.01, confirming all proposed relationships. Furthermore, the ranking of dimensions showed that organizational co-creation culture ranked first (β=0.902), followed by co-creation processes and methods (β=0.887), co-creative organizational structure (β=0.882), co-creation technologies and tools (β=0.878), and customer value creation (β=0.861). The overall goodness-of-fit index also indicated a strong model fit. The findings indicated that achieving organizational co-creation in Bank Saderat Iran requires the development of a collaborative culture, agile organizational structures, effective co-creation processes, advanced technological infrastructures, and customer-centered value creation. Moreover, promoting co-creative leadership, facilitating knowledge sharing, and employing modern communication technologies can strengthen organizational interactions and foster innovation in the banking system. The proposed model may also serve as a practical framework for implementing organizational co-creation in other financial and service-oriented organizations.