A Strategic Organizational Development Model for Commercial Banks in Bangkok and Its Metropolitan Area
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Abstract
This study aims to examine the causal relationship model between organizational development strategy and the performance of commercial banks in Bangkok and its metropolitan area. The study integrates the concepts of the 4M’s management resources (Man, Money, Material, and Management) and Customer Relationship Management (CRM) through organizational development strategy to influence organizational performance based on the Balanced Scorecard framework. A Sequential Exploratory Mixed Methods approach was employed. The qualitative phase was conducted first through in-depth interviews with 16 bank executives and customers to develop and validate the research conceptual framework. Subsequently, the quantitative phase collected data from 357 employees of commercial banks. Data were analyzed using Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM).
The qualitative findings emphasize the importance of human resource development, information technology utilization, and customer-centered relationship management in improving service quality and organizational credibility. The quantitative results indicate that the causal relationship model demonstrates a good fit with the empirical data. Customer relationship management has both direct and indirect effects on bank performance through organizational development strategy, while the 4M’s management resources influence performance indirectly. The findings confirm that organizational development strategy functions as a causal mediating variable linking management resources and CRM with commercial bank performance.
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