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Determining resources and capabilities in complex context: A decision-making model for banks

Author

Listed:
  • Mochammad Ridwan Ristyawan
  • Utomo Sarjono Putro
  • Manahan Siallagan

Abstract

The role of resources and capabilities in shaping and implementing a firm’s strategy is paramount. The COVID-19 pandemic underscored the necessity for managers to possess a decision-making model that facilitates the selection of resources and capabilities in a real-time, dynamic, adaptive, and iterative manner. However, the dynamic capabilities framework, which serves as a decision-making model, faces three significant issues when selecting resources and capabilities within complex contexts. These issues, identified as research gaps, include context mismatch, inappropriate treatment, and strategy alignment. These gaps serve as the foundation for decision making models. This study aims to develop a decision-making model for determining banking resources and capabilities. The novelty of this study is encapsulated in the proposed decision-making model for resource and capability determination in complex contexts. Furthermore, this study employed a methodology adapted from the International Society of Pharmacoeconomics and Outcomes Research—Society of Medical Decision Making (ISPOR-SMDM). The research methodology was conducted in ten stages to develop a decision-making model. This study used qualitative methods, a case study strategy, and an abductive approach. The research sample consists of Indonesian State-Owned Banks (SOB). This research culminated in a proposed decision-making model that includes seven managerial decisions: probe, sense, structuring, bundling, building, leverage, and reconfiguring. This model integrates fuzzy preference judgments as inputs, deep learning analytics (predictive analysis) as processes, and success rate predictions as outputs. Theoretically, this research contributes to the enhancement of dynamic capabilities through the complex domains of the cynefin framework. Practically, it offers a decision-making model for the board of directors (BOD) to determine resources and capabilities amid complex environmental changes.

Suggested Citation

  • Mochammad Ridwan Ristyawan & Utomo Sarjono Putro & Manahan Siallagan, 2025. "Determining resources and capabilities in complex context: A decision-making model for banks," PLOS ONE, Public Library of Science, vol. 20(5), pages 1-32, May.
    • Handle: RePEc:plo:pone00:0323735
    DOI: 10.1371/journal.pone.0323735
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    References listed on IDEAS

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    1. Julian Oliver Dörr & Jan Kinne & David Lenz & Georg Licht & Peter Winker, 2022. "An integrated data framework for policy guidance during the coronavirus pandemic: Towards real-time decision support for economic policymakers," PLOS ONE, Public Library of Science, vol. 17(2), pages 1-30, February.
    2. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
    3. David J. Teece, 2007. "Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance," Strategic Management Journal, Wiley Blackwell, vol. 28(13), pages 1319-1350, December.
    4. Mochammad Ridwan Ristyawan & Utomo Sarjono Putro & Manahan Siallagan, 2023. "Decision making mechanism in resource based theory: A literature review, synthesis, and future research," Cogent Business & Management, Taylor & Francis Journals, vol. 10(2), pages 2247217-224, December.
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