Business Model

Modern banks have shifted their function as purely administrative, economic and industrial entities into socio-political institutions that must be sensitive to the surrounding environment. This function has always been neglected. This study was conducted based on primary, secondary, and tertiary data and reviews the full text of 75 studies selected from more than 245 studies. The selected elected papers and studies addressed the following issues: (1) business models, (2) banking business models, (3) sustainability and sustainable development, and (4) business models adopting a sustainable development approach. Investigations on banking business models show that most studies have focused on the categorization of banking activities at the multi-bank level, and finally, using clustering techniques, have provided some general categorization for business models.

Business evolutions, emergence of powerful competitors, rapid technological changes, change of customers' expectations, new social models, etc have required the firms to revisit their strategies continuously. Capability of a firm to agree on a change, identify opportunities and reform its resources enables it to change strategic orientations properly. New orientations need the definition of a new logic of value creation for a firm that appears in three axes of value creation, delivery and capture. In the present research, the effect of strategic agility is studied on organizational performance by examining it exactly. The population of the research is Iranian Banks at least with 5-year experience in this industry. According to the exploratory nature of the research, factors of strategic agility are identified after literature review on agility, and PLS-SEM is used to measure its effect on organizational performance according to the limitations of the sample of study. Findings show that strategic agility has a significant positive effect on organizationl performance. Also among factors affecting organizational performance with the mediator "strategic agility", collective commitment has the highest effect.

Given the emergence of digital transformation from Industry 4 and the rapid dissemination of technological innovations as well as their impact as a strong driving force in new banking businesses, efforts should be made to identify the dimensions of this core factor as rapidly as possible. Providing a comprehensive overview of all aspects of the model. The purpose of this article is to provide insights into the state of the art of digital transformation in the banking industry and suggest ways for future research. Existing literature, especially research for 2019 and 2020, has enhanced our understanding of the specific aspects of digital transformation in future banking, and we are now grasping a clearer picture of nature, how, and the consequences of these in the years ahead. However, all its dimensions are not yet clear. In this article, by review of 218 articles in the WOS database, and the analysis has utilized the data-driven tools,165 questionnaire and 90 specialized interviews with experts, extracted factors of the research, and using SMART PLS statistical software, ANFIS and MATLAB software for analysis. The paper, therefore, tends to understand Open Banking Innovation based on the digital transformation area and its dimensions in its previously known domains.

In this paper, we examined an effective business model for the ecosystem of Islamic FinTech for Resalat Islamic Bank. The article discussed three phases of Resalat Bank development as a Platform in formulating social business models that require new value propositions, value constellations, and profit equations, and as such, resembles business model innovation. The result of the qualitative method for comparing Resalat Bank and Grameen Bank indicated that the business model of Resalat Bank is more efficient than Grameen Bank. We also discussed the challenges of transformation from the "current Islamic banking business model" to "Islamic banking as a platform" and proposes a framework for "Islamic bank as a platform" at the macro and micro levels.

With advanced information and communication technology, the organizations’ business model has undergone fundamental changes. These changes are also observed in the banking industry. This research aims at explaining the Iranian electronic banking business model and recognizing its challenges in the transformation to digital banking, which is considered as the research innovation. In terms of method, the present research is a qualitative study and in terms of goal, it is primary research. In this research, grounded theory has been used as a systematic method for the investigation of complex multilateral issues. The population includes the expert managers of the banking industry who have mastery over macro policies of banking and electronic payment in Iran. Regarding the research method, all the interviews were recorded and converted to text. The coding and classification process was done based on three stages of open coding, axial coding, and selective coding. The outputs of these three stages were provided in the form of codes, concepts, and categories. During and after data collection, the data were reviewed for several times, the key points were specified, and the related codes were counted. Finally, 761 codes, 26 concepts, and 14 categories related to the research topic were identified based on which, the conceptual business model of Iranian electronic banking was developed. Based on the conceptual model of the research, seven challenges for digital banking transformation were identified.

Despite the importance of the business model in implementing strategy, this issue is less addressed than strategy. This important issue regarding banks' business model has received less attention, and research in Iran and other countries has caused a deprivation of knowledge. In addition to the scientific pathology of the business model in Iranian commercial banks, the present article seeks to determine the weights of importance and prioritization of the main categories. It also prioritizes and determines the importance of each of the concepts of the main categories of the commercial banking business model. The research method is applied in terms of results and descriptive in terms of purpose and quantitative-qualitative from the data dimension. The research method's strategy in the qualitative part is the grounded theory, and in the quantitative part is the process of hierarchical analysis. The data analysis method in the qualitative part is the coding method, and the quantitative part is based on pairwise comparisons and incompatibility rate analysis. The research community is the experts of commercial banks, and its examples are Mellat, Tejarat, Melli, Sepah, Saderat, Shahr, Eghtesad-e-Novin, and Ayandeh banks. The sampling method is a purposeful judgment with the snowball method and data collection tools in the qualitative part of the interview and review of documents in the quantitative part of the questionnaire. The research findings led to identifying the pathology of Iranian commercial banks' business model in 7 categories and 36 concepts, which are prioritized and contributed based on the importance and role of each of them in the business model.

The aim of this study was to identify the challenges of the business model of small and medium enterprises in the path of digital transformation during the Covid 19 epidemic. The research is applied in terms of purpose and descriptive-survey in terms of method. For this purpose, first, using the literature review, the challenges of the business model in the path of digital evolution during the Covet 19 epidemic have been identified, then in order to sift and consensus of the components extracted from the literature, the Delphi method was used in two rounds. The Delphi panel consisted of 30 experts in the field of research who were selected by purposive sampling. In the next step, in order to ensure the factor structure and validity of the structures, and to fit the model using the field method and distribution of questionnaires, a survey of senior managers of small and medium companies in Tehran was conducted. The sample size was determined using the sample size method required for modeling structural equations, 200 people, and finally 162 questionnaires were selected using a simple random method. Smart PLS software was used to analyze the data. Findings indicate 23 sub-components in 6 main components of change challenges, market challenges, financial, organizational, individual and environmental. The results also showed that the factor of "lack of necessary infrastructure" has the highest priority,"lack of government support during the Pandemic" and "lack of intangible resources(experience,knowledge,flexible manpower) for digital transformation" are in the next ranks.