Introduction and Objective: Due to its unique economic structure, the impact of sanctions, and the requirements of Islamic banking, the Iranian banking industry faces distinct challenges regarding cost management. However, most prior research—relying on imported models and quantitative approaches—has failed to provide a comprehensive picture of this phenomenon. This study aims to identify and elucidate the indigenous components of cost management within the Iranian banking system, employing a qualitative approach and Multi-Grounded Theory.
Methodology: This study adopted a qualitative approach, utilizing Multi-Grounded Theory. Data were collected through semi-structured interviews with 16 banking experts—including senior bank executives, university professors, and representatives from regulatory bodies—selected via snowball sampling until theoretical saturation was reached. Data analysis was conducted in three stages—open, axial, and selective coding—using MAXQDA software.
Findings: The analysis of the interviews yielded 270 initial concepts, which were organized into five main categories: causal conditions, contextual conditions, intervening conditions, strategies, and consequences. The most significant finding of this research was the identification of new, indigenous components absent from classical cost management models, including: "Islamic banking," "economic sanctions," "regulatory bodies (the Central Bank)," "external environmental factors," and the "implementation of a comprehensive banking system." The final model demonstrates that cost management in Iran is a multidimensional phenomenon, contingent upon specific structural and environmental factors that have hitherto been overlooked in the existing literature.
Conclusion and Contribution: This research offers contributions in three areas: theoretical (incorporating new components into the cost management literature), methodological (applying a multidimensional grounded theory approach to the Iranian banking sector), and practical (proposing an indigenous model directly applicable to managers and policymakers within the banking system). The findings of this study can serve as a foundation for designing modern cost management systems in banks and for the formulation of more effective regulations by supervisory authorities.