Background and Objectives: The main objective of this study is to model the barriers to teamwork in banks in the context of sustainable organizational development. The present research is applied in terms of purpose and uses a mixed-methods approach (qualitative–quantitative) for data collection.
Materials and Methods: The statistical population of this study consisted of banking industry experts selected using the snowball sampling method, totaling 50 managers and staff from head offices and bank branches across the country. Initially, a range of teamwork barriers was identified through field studies, library research, and domestic and international literature, and then presented to the experts. Following in-depth interviews, fifteen factors were identified as the final set of barriers. Subsequently, using the Interpretive Structural Modeling (ISM) approach and the DEMATEL model, the most significant factors in the banking industry were determined based on expert opinions.
Results: The findings of this study revealed that inappropriate leadership was identified as the most significant barrier to teamwork in banks. Alongside this, the absence of a performance evaluation system and the lack of teamwork skills—resulting from insufficient training—were recognized as other major obstacles. Other barriers were categorized at different levels based on the aforementioned methods, and the degree of influence and susceptibility of these factors was also determined.
Conclusion: The results of this study indicated that, given the critical importance of teamwork in achieving sustainable organizational development, strengthening the influential factors can enhance synergy and lead to better outcomes in banking operations. Therefore, attention should be focused on addressing these teamwork barriers to improve performance.