Identifying the Indicators of Organizational Co-Creation in Bank Saderat Iran

Abstract

The present study aimed to identify and explain the indicators of organizational co-creation in Bank Saderat Iran through a qualitative approach and to provide a comprehensive framework for developing co-creative culture, structure, and processes within the banking system. This study was descriptive–analytical in terms of data collection and employed an inductive–deductive research approach. The participants consisted of 15 experts, managers, executives, and specialists from Bank Saderat Iran in the fields of public management and human resources, selected through purposive sampling. Data were collected using semi-structured interviews, and the interview process continued until theoretical saturation was achieved at the twelfth interview. Data analysis was conducted using Braun and Clarke’s (2006) thematic analysis method with the assistance of MAXQDA software. During the analysis process, initial codes were extracted and subsequently categorized into basic, organizing, and overarching themes. The findings revealed that 132 initial codes were extracted from the interviews, which were subsequently categorized into 35 basic themes and 17 organizing themes. Ultimately, five overarching themes were identified, including organizational co-creation culture, co-creative organizational structure, co-creation processes and methods, co-creation technologies and tools, and customer value creation. In the dimension of organizational co-creation culture, indicators such as mutual trust and respect, creativity, innovation, and knowledge sharing were emphasized. In the organizational structure dimension, collaborative teams, agile processes, and open communication emerged as critical components. Furthermore, talent identification, performance evaluation, and opportunity and challenge analysis played significant roles within co-creation processes and methods. The findings also demonstrated that modern technologies, online collaboration platforms, and knowledge management systems facilitate organizational co-creation. Finally, customer value creation through enhanced interactions, personalized services, and customer feedback utilization was recognized as one of the most important dimensions of co-creation.