Explaining the Sociological Model of the Relationship Between Organizational Culture and Productivity in Bank Melli Iran: A Grounded Theory Study

Abstract

The aim of this study was to develop a sociological model explaining the relationship between organizational culture and productivity and to identify its key influencing dimensions in Bank Melli Iran. This qualitative study was conducted using the grounded theory approach. The study population consisted of experts and scholars in management and sociology, from whom 15 participants were selected through purposive sampling until theoretical saturation was achieved. Data were collected via semi-structured interviews and analyzed using three-stage coding, including open, axial, and selective coding. Credibility and reliability were ensured through triangulation and peer review techniques. The analysis resulted in the identification of 160 initial concepts and eight core categories forming an integrated and hierarchical model influencing organizational productivity. Organizational interactions emerged as the most significant dimension (18.45%). Other influential dimensions included training and human resource development (13.56%), ethical culture and values (10.28%), motivation and rewards (10.11%), organizational change and transformation (8.76%), responsibility and accountability (8.59%), information transparency (8.42%), and resource productivity (7.16%). These dimensions collectively and interactively contribute to enhancing organizational productivity. The findings indicate that organizational productivity in Bank Melli Iran is the result of a dynamic and systemic interaction among cultural dimensions, requiring a holistic approach to organizational culture. The proposed model provides a strategic framework for managers to prioritize and implement cultural interventions aimed at achieving sustainable productivity improvement.