Pathology
Mohammad Ghorsi; Jafar Beikzad; Farhad Nejhad Hajali Irani; Yahya Dadash Karimi
Abstract
Introduction In the competitive and rapidly evolving banking environment, electronic service innovation is vital as a strategic leverage for maintaining and enhancing the competitive advantage of state-owned banks, such as Bank Keshavarzi. This research aims to explain and analyze the key antecedents ...
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Introduction In the competitive and rapidly evolving banking environment, electronic service innovation is vital as a strategic leverage for maintaining and enhancing the competitive advantage of state-owned banks, such as Bank Keshavarzi. This research aims to explain and analyze the key antecedents effective on the success of electronic service innovation by developing a comprehensive conceptual framework through a systematic synthesis of existing knowledge. The findings of this study are applied and directly usable by policymakers and senior managers of state-owned banks for the optimal allocation of resources in innovation projects. The central research question is: “What are the antecedents of service innovation in Bank Keshavarzi, and how can they be formulated into a comprehensive framework?” MethodologyThe nature of this research is qualitative, descriptive-analytical, and documentary. To achieve the objective, the Meta-synthesis method, based on the seven-stage model of Sandelowski and Barroso (2007), was utilized. The statistical population for the search included all relevant studies published in reputable domestic and foreign scientific databases (such as ScienceDirect, Emerald, Wiley, and Magiran) within the period of 2000 to 2025. The acceptance criteria for articles were publication in accredited sources and the use of qualitative or mixed methods. To ensure the reliability of the analysis process, the strategy of inter-subject agreement between two independent coders was employed. Findings The meta-synthesis process led to the identification and extraction of four main, interconnected antecedents for electronic service innovation. These antecedents are collectively explained through 13 sub-categories and 41 fundamental concepts: 1- Competitive Dynamics (13 Concepts): This antecedent provides the strategic foundation for innovation, emphasizing strategic agility and competitive intelligence (based on Khani & Jafarnejad, 2025), thereby ensuring the bank’s quick and effective response to environmental changes. 2- Intelligent Customer Relationship Management (CRM) (12 Concepts): This factor enhances the bank’s capability to design personalized and effective services. Its focus is on advanced customer behavior analysis and innovative interaction (consistent with Shifar et al., 2024) to strengthen loyalty.3- Digital Transformation (15 Concepts): This antecedent establishes the technological and operational platform for innovation. Its key dimensions include the adoption of novel technologies, channel integration, and the enhancement of digital security and trust (based on Abedini & Yazdani, 2021).4- Digital Value Creation (11 Concepts): This antecedent distinguishes the innovation outcome from a market and customer perspective. Its focus is on improving positioning and branding based on customer behavior (consistent with Fakharian et al., 2023). Discussion and ConclusionThe research findings present a four-dimensional framework, positing that the success of electronic service innovation is conditional on the simultaneous and integrated reinforcement of these antecedents. In this framework, innovation receives strategic direction through Competitive Dynamics, becomes customer-centric through Intelligent CRM, is implemented via Digital Transformation, and achieves market differentiation through Digital Value Creation.This conceptual framework offers a roadmap for Bank Keshavarzi managers to transform the innovation process from a reactive event into a systematic, continuous, and data-driven endeavor. Managers are advised, alongside investing in technology, to pay special attention to soft aspects such as advanced customer behavior analysis and enhancing digital trust (which are vital pillars for innovation adoption). By synthesizing dispersed knowledge, this study contributes to the theoretical development of innovation frameworks in the banking industry.
Modeling
yahya dadash karimi; Nasser Mirsepassi; reza najafbeigi
Abstract
Governance can be considered a way of exercising power in the management of the social and economic resources of a country. A review of past research in the field of governance has determined that, each research, in terms of the type of approach, emphasis and goals pursued, has been characterized by ...
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Governance can be considered a way of exercising power in the management of the social and economic resources of a country. A review of past research in the field of governance has determined that, each research, in terms of the type of approach, emphasis and goals pursued, has been characterized by a number of specific characteristics and has not been able to cover a set of governance features. In the research, efforts have been made to address this gap and identify the effectiveness and efficiency indicators of the higher education governance system with regard to political, economic and administrative contexts and provide a model for the governance of higher education in the country. This research can be considered as qualitative research. The statistical population of the study consisted of two groups of academic directors and professors interviewed by semi-structured interviews. In this research, the aim of the study was to provide a model of governance in higher education, so some quality analysis methods, such as theme analysis, have been used to analyze the interviews. The findings of the research indicated that the final model of higher education governance was composed of nine factors: Political social Transparency, economic Transparency, administrative Transparency, social political Responsiveness, economic Responsiveness, administrative Responsiveness, Political social Partnership, economic Partnership and administrative Partnership.
