Organizational Models and Dynamic Capabilities: From Bureaucratic Structures to a Freedom and Emotional Management for a Sustainable, Participative and Innovative Bank. The Case of Italian Banks

Abstract

The thesis that we support in this introductory work, and which we propose for discussion and technical-scientific debate, is that even the online bank, and even better the digital bank, towards which we are moving with ever-increasing acceleration, cannot escape the trends, now widespread in businesses, towards flexible and decentralized models, which recognize the principle of self-organization and empowerment, and therefore towards organizational forms that involve and participate managers and employees. Organizational models that place human capital and the ethical-motivational wellbeing of people (workers and managers) at the centre and that, if involved in decision-making processes, are capable not only of increasing dynamic capabilities but also of innovating them (renewing) by leveraging, above all, the enhancement of middle management. In this work we argue that the characteristics of organizational models promote the dynamic capabilities in a circular approach integrating vertical and horizontal competences in a flattening organization. Freedom and Emotional management shape organizations capable of adapting and regenerating even in rapidly changing environments. Reinforcing this position is the circumstance that Italian banks find themselves having to redesign their business and managerial models not only to make them economically and financially sustainable to counter the current profitability crisis, but also to make them consistent with social (and environmental) sustainability criteria by adapting to the new European regulation. A transformation that push towards the increasing convergence of eco-efficiency and eco-effectiveness with more participating and creative human resources for the resilience.