The increasing dependence of organizations on external financial resources, alongside the growing complexity of financial market structures, rising economic volatility, institutional constraints, and intensified competition among capital providers, has made strategic bargaining in financing a fundamental challenge in financial management and organizational governance. In many organizations, despite relatively adequate access to financing instruments, information asymmetry, weak bargaining positions, and dependence on limited funding sources during negotiations with financial institutions still lead to higher capital costs and reduced financing effectiveness. This reflects the absence of an integrated and multi-layered model for managing financial interactions and bargaining under conditions of uncertainty. Accordingly, the aim of this study is to develop a grounded theory-based model of strategic bargaining in financing resource acquisition within the context of complex financial and institutional interactions.This research was conducted using a qualitative approach based on grounded theory methodology. Data were collected through in-depth semi-structured interviews with 12 experts in the fields of finance, banking, corporate financing, and investment management. Sampling was purposive and continued until theoretical saturation was achieved. Data analysis was performed simultaneously with data collection and followed the three-stage coding process of open, axial, and selective coding. In the open coding phase, 235 initial codes were extracted, which were subsequently organized into 32 subcategories and 10 main categories, ultimately leading to the development of the study’s paradigmatic model.The main innovation of this study lies in redefining strategic bargaining not as a purely behavioral or skill-based phenomenon, but as a strategic and multi-layered capability that emerges from dynamic interactions among financial structures, information asymmetry, institutional networks, decision-making mechanisms, and environmental conditions. In this view, bargaining is not a discrete action but a dynamic and systematic process resulting from the synergy of organizational financial capacity, information quality, network power, and managerial competencies, enabling resource optimization and cost reduction in financing under conditions of uncertainty.The findings indicate that strategic bargaining is the result of the convergence of investment needs, organizational financial structure, financial market conditions, information transparency, mutual trust, managerial skills, and negotiation strategies. Its outcomes include reduced financing costs, improved access to financial resources, enhanced financial performance, strengthened competitive advantage, and increased organizational financial sustainability.