Developing a Maturity Model for Business Model Openness in the Iranian Banking Industry

ObjectiveIn recent years, the emergence of concepts such as customer value creation, organizational networks, and open innovation has elevated open business models as an innovative approach in management studies. These models have garnered significant attention in both academic and practical arenas due to their foundational emphasis on collaboration among organizations. However, comprehensive research on specific business models and their maturity stages within the Iranian banking sector remains sparse. This article seeks to develop a model for the maturity of business model openness in this industry. Its primary goal is to identify the distinguishing factors between open and closed business models and to examine the maturity stages and their respective characteristics. MethodologyThis study was conducted in two distinct phases. In the first phase, a systematic review of 303 relevant studies was performed, leading to an in-depth analysis of 30 selected articles. This phase facilitated the identification and categorization of key factors influencing business model openness. The systematic review approach ensured that a comprehensive range of literature was considered, allowing for a robust understanding of the current state of knowledge in this area. In the second phase, a grounded theory approach was employed to gather essential data through interviews with 14 experts from the banking industry. These experts provided valuable insights into the practical implications of business model openness. This methodological framework significantly contributed to the formulation of the maturity model for business model openness in this sector. FindingsThe research identified 13 subcategories and 48 codes that delineate the distinguishing factors between open and closed business models. These factors were organized into four main categories: deliverable value, value creation, value capture, and value networks, each comprising specific subcategories and codes. This structured classification allows a clearer understanding of how different elements interact within business models. Additionally, the study introduced a classification of business models in the Iranian banking industry from a developmental perspective, providing insights into how these models evolve. This classification offers strategies for enhancing organizational performance and adapting to changing market conditions. ConclusionThis research's findings present a comprehensive model for identifying the distinguishing factors of business models from the perspective of openness within the Iranian banking industry. The maturity framework elaborates on the stages of business model openness and the specific characteristics inherent to each stage. Furthermore, this research serves as a case study that can inform strategies to enhance business practices and boost the competitiveness of banks, facilitating transformative changes within the industry. Ultimately, this research addresses critical scientific and practical gaps in the literature surrounding open management and innovation in the banking sector. It stands as a reliable resource for industry experts and managers, emphasizing the growing significance of business model openness in today’s dynamic environment. The results of this study can guide organizations in their efforts to evolve and optimize their operational performance, ensuring they remain competitive in an increasingly interconnected world.