Today, human resource dynamic capabilities are recognized as a fundamental driver of strategic success in service-oriented organizations, particularly state-owned banks. By enabling organizational learning and the continuous reconfiguration of competencies, these capabilities allow organizations to respond intelligently to rapid environmental changes. Nevertheless, the antecedents that give rise to such capabilities have rarely been examined in an integrated manner. Accordingly, the present study aims to identify the antecedents of dynamic-capability-based human resource development (HRD) in state-owned banks through a systematic meta-synthesis approach.

This qualitative study employed meta-synthesis based on Sandelowski and Barroso’s seven-step framework. Scholarly sources published between 2015 and 2026 were systematically screened, and key components were extracted, integrated, and synthesized. The findings indicate that dynamic-capability-oriented HRD in state-owned banks requires simultaneous attention to a set of interrelated factors, including environmental scanning and analysis, resource renewal and reconfiguration, the promotion of a culture of learning and continuous innovation, dynamic and effective human resource management, the adoption of modern technologies and advanced HR practices, transformational leadership, and the strengthening of organizational sustainability and resilience. Coordinated attention to these components can significantly enhance adaptability and human capability within public-sector organizations.