Journal of Management and Business Solutions 3092-7226 In Press 2026 09 01 Designing an Interpretive Structural Model of Optimal Conflict Management in the National Banking Network Designing an Interpretive Structural Model of Optimal Conflict Management in the National Banking Network 1 17 EN Journal Article 2025 12 21 <p>Within the national banking network, given the existence of divergent interests and competing benefits, the design of an optimal model for conflict management plays a fundamental role in enhancing the performance of the financial system. The objective of the present study is to design an interpretive structural model of optimal conflict management in the national banking network. In terms of orientation, the study is applied; in terms of purpose, it is descriptive; in terms of approach, it follows a deductive–inductive logic; and with respect to research philosophy, it is categorized as a mixed-methods (qualitative–quantitative) study. In the qualitative phase, the factors influencing conflict management were identified through thematic analysis. The statistical population consisted of university faculty members, branch managers, headquarters deputies, experts, inspectors, and auditors. Purposeful sampling using the snowball technique was employed. In total, 14 in-depth and semi-structured interviews were conducted, and the data were analyzed using MaxQDA software with a thematic analysis approach. In this process, 68 initial codes, 38 basic themes, and 11 organizing themes were extracted. In the quantitative phase, an interpretive structural questionnaire was designed based on the qualitative findings, and the Structural Self-Interaction Matrix (SSIM) was completed using the symbols V, A, X, and O. Subsequently, through the Interpretive Structural Modeling (ISM) method and the use of ISM and MicMac software, the hierarchy as well as the driving and dependence power of the components were analyzed. The results indicated that the components were positioned across four levels: financial management and ethical leadership; organizational cohesion and positive interaction; participatory and transparent management along with cultural and ethical commitment; and finally, organizational justice, human resource development, and performance-based reward systems.</p> https://www.journalmbs.com/index.php/jmbs/article/download/247/212