Document Type : Original Article (Qualitative)
Authors
1
PhD Student, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran
2
Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran
3
Professor, Department of Public Administration, Qazvin Branch, 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/jmep.2026.590939.1693
Abstract
The present study aims to reconfigure the human resource development model based on dynamic capabilities in public organizations, with a focus on the Agricultural Bank of Iran. In terms of purpose, this research is applied, and in terms of its research paradigm, it is qualitative. The study population consisted of 16 experts in banking, human resource management, and academia. Sampling began purposively and continued until theoretical data saturation was achieved. Data were collected through semi-structured interviews. The interview data were analyzed using thematic analysis with the assistance of MAXQDA software. To assess coding reliability and ensure interpretive validity, Cohen’s kappa coefficient was calculated at 0.845, indicating excellent and reliable agreement among coders.An in-depth analysis of the interviews led to the identification and development of a thematic network comprising five global themes (main dimensions), 15 organizing themes (components), and 81 basic themes (indicators). The identified global themes included: “dynamic learning and innovation creation,” “agile and transformative reconfiguration,” “structural coordination and integration,” “empowering and future-oriented human resource management,” and “dynamic leadership and strategic decision-making.”The findings indicate that human resource development based on dynamic capabilities is the outcome of effective interactions between environmental drivers and internal strategic capacities. Its realization requires a fundamental transition from traditional and static human resource functions toward a learning-oriented, agile, data-driven, and transformative system.
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