The development of the decision-making model.

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.资源与能力对于企业战略的塑造与执行具有核心作用。新冠疫情（COVID-19 pandemic）凸显了管理者亟需拥有一套决策模型，以支撑以实时、动态、自适应且迭代的方式遴选资源与能力。然而，作为一类决策模型的动态能力框架（dynamic capabilities framework），在复杂情境下开展资源与能力遴选时存在三大显著问题。上述被界定为研究空白的三类问题包括情境错配、处理失当与战略适配偏差，而这些研究空白为决策模型的开发奠定了研究基础。本研究旨在构建一套适用于银行业的资源与能力遴选决策模型。本研究的创新性凝练于其所提出的复杂情境下资源与能力遴选决策模型之中。此外，本研究采用了改编自国际药物经济学与结果研究学会-医学决策制定学会（International Society of Pharmacoeconomics and Outcomes Research—Society of Medical Decision Making, ISPOR-SMDM）的研究方法。该研究方法共分为十个阶段以完成决策模型的构建。本研究采用定性研究方法、案例研究策略以及溯因推理法（abductive approach）。研究样本涵盖印度尼西亚国有银行（Indonesian State-Owned Banks, SOB）。本研究最终提出了一套包含七大管理决策环节的决策模型，具体包括探查（probe）、感知（sense）、结构化（structuring）、整合（bundling）、培育（building）、利用（leverage）以及重构（reconfiguring）。该模型以模糊偏好判断作为输入项、深度学习分析（预测分析，predictive analysis）作为核心处理流程，并以成功率预测作为输出结果。从理论层面而言，本研究通过赛恩菲框架（cynefin framework）的复杂领域维度，拓展了动态能力理论的研究边界。从实践层面来看，本研究为董事会（board of directors, BOD）在复杂环境变化中开展资源与能力遴选决策提供了一套可行的分析模型。