Sport Management
mohammed obayes carnvl almamoori; Ghasem Rahimi Sereshbaderani; Ali Atiyah Dakheel; Rasool Nazari
Abstract
This research was conducted with the aim of designing a model for empowering managers of Iraqi sports organizations. The present research is exploratory research in terms of its purpose and a fundamental research in terms of its orientation, which has used the strategy of foundational data theory with ...
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This research was conducted with the aim of designing a model for empowering managers of Iraqi sports organizations. The present research is exploratory research in terms of its purpose and a fundamental research in terms of its orientation, which has used the strategy of foundational data theory with the paradigmatic (systematic) approach of Strauss and Corbin. To collect research data, 15 in-depth and semi-structured interviews were used with sports management experts in universities and researchers in the field of career empowerment of sports organizations. Participants in the research were selected by purposeful and theoretical sampling. Analysis of the data from the interviews emerged during three stages of open, central and selective coding. The results showed the number of 26 core codes under 12 optional codes in the form of five dimensions of the paradigm model including causal conditions (communications, advertising, administrative system, training, delegation of authority, organizational strategy, economic and creating a sports business), background factors (empowerment of employees, empowerment of managers, strategic policies, strengthening infrastructure and media), intervening factors (creativity, identification of needs, socialization, communication and advertising), strategies (strengthening the organizational brand, financial support, value creation and cultural strengthening) and consequences (marketing, organizational fans, organizational management, Knowledge management, organizational intelligence, social improvement and infrastructure improvement) formed the model of empowering managers of Iraqi sports organizations. The use of this model in sports organizations can lead to the empowerment of their sports and psychological managers; Therefore, it is suggested; Management training against changes based on the fluctuations of the external environment, recognizing and applying the principles of human resource management and learning multiple management skills should be considered for managers before reaching the management position.
Sport Management
zahra karimi; reza andam; Hassan Bahrololoum; Abbas Rezaei
Abstract
Volunteers are valuable resources for sports organizations and many sports organizations cannot survive without them. Therefore, they need a basic and correct management plan. The aim of the current research was to design an architectural model of volunteer forces in sports with a dualistic approach. ...
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Volunteers are valuable resources for sports organizations and many sports organizations cannot survive without them. Therefore, they need a basic and correct management plan. The aim of the current research was to design an architectural model of volunteer forces in sports with a dualistic approach. More specifically, based on the process of the meta-synthesis research method, first, 312 papers were identified by searching the relevant databases. Second, 55 papers were selected by screening the above-mentioned papers. Finally, the model of the study was developed by analyzing the selected papers. Finally, the 4 dimensions of drives (management, organizational, physical, strategic and motivational values), managerial functions (planning, recruitment, selection, familiarization and training, recognition, monitoring and evaluation, and maintenance), The behavior of human resources (individual, group and organizational) and consequences (individual, social, economic and social) were identified. In the division related to Ambidextrous Management of human resources, managerial, organizational, physical components, strategic values, planning, recruitment, selection and selection, familiarization and training, monitoring and evaluation, organizational behavior in the category of empowering actions, motivational component in The category of motivational actions, components of individual behavior, group behavior, individual, organizational and social consequences were included in the category of opportunity-creating actions.
Organizational Behavior Management
Mohammad Hossein Bibi Kobadi; najaf aghaei; Mohammad Nikravan
Abstract
The aim of this study was to design a model for development of personal social responsibility of professional athletes in Iran. The method of the study was qualitative research based on Grounded theory, and the Strauss-Corbin model was used to identify the phenomenon and collect data through interviews. ...
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The aim of this study was to design a model for development of personal social responsibility of professional athletes in Iran. The method of the study was qualitative research based on Grounded theory, and the Strauss-Corbin model was used to identify the phenomenon and collect data through interviews. The research participants were experts and researchers in the field of social responsibility and sport management, and professional coaches and athletes, were selected using snowball sampling method. The data was collected through semi-structured in-depth interviews that continued until theoretical saturation was reached. The validity of the research was confirmed by showing the process of analyzing the interviews to the experts and research reliability in terms of methodology and content, the accuracy of different aspects of research from collection to data analysis, was investigated by asking two experts who had no connection to the research. Findings showed causal factors: social culture, social status, sports privileges, sports philosophy; Underlying factors: ethics, spirituality, organizational support, family-centered, responsibility; Interfering factors: awareness, planning, support, macro limitations; Central phenomenon: participation, empathy, authority, benevolent presence, communication, support for the deprived, environmental support, appreciation. Also strategies: social relations, support, awareness, motivation, validation, planning; Implications also include: athlete brand, health-oriented sport, social improvement and culture building. Implementing the athlete’s social responsibility model and focusing on development of its components, sports managers can influence the athletes participation and subsequently the participation of the society in social activities and achieve the social goals of sports in society. The application of the model is important since knowing the relationships between the factors of the model can give managers and athletes a better understanding and have a more scientific view of the phenomenon in question.
Organizational Behavior Management
Azadeh Soltanizadeh; Zinat Nikaeen; Zahra Haji Anzehaie; Jasem Manouchehri
Abstract
Innovation can play a significant role in explaining strategic and functional approaches in organizations, including sports federations. The purpose of this study was to investigate the application of innovation in the relationship between strategic thinking and organizational performance in sports federations. ...
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Innovation can play a significant role in explaining strategic and functional approaches in organizations, including sports federations. The purpose of this study was to investigate the application of innovation in the relationship between strategic thinking and organizational performance in sports federations. Participants were the employees and managers of 13 selected sports federations, of which 230 people were selected by random sampling. Measurement tools included Lopez-Nicolas Organization Performance Questionnaire (2011), Prajgo and Sohl Organizational Innovation Questionnaire (2003) and Jane Lidka's Strategic Thinking Questionnaire (1998). The data were analyzed using Pearson's correlation coefficient and multiple linear regression at the first type error level of 0.05 with SPSS version 19 software. The results showed that there was a positive and significant correlation between strategic thinking (r>0.001, p=0.67) and innovation (r>0.001, p=0.71) with organizational performance. Also, strategic thinking and innovation could directly predict organizational performance (ADJ.R2=0.55). According to the obtained results, Innovation and strategic thinking improves the performance of sports federations' employees and enables federations to manage organizational challenges and perform better.
Sport Management
Raheleh Qamsari khavas; ali mohammad safania; Seyed Emad Hosseini
Abstract
A B S T R A C TBackground: Today, paying attention to the needs of athletes in order to identify and solve their problems is considered as the main and effective factors in advancing the goals of a sports team. Sport in our society, especially in the women's sector, has major shortcomings and problems ...
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A B S T R A C TBackground: Today, paying attention to the needs of athletes in order to identify and solve their problems is considered as the main and effective factors in advancing the goals of a sports team. Sport in our society, especially in the women's sector, has major shortcomings and problems compared to modern sports in the world and requires deep rooting and long-term study. Therefore, considering the importance of conducting research related to the research variables on athletes and the lack of research on the needs of girls’ volleyball players of the national youth team, In the present study and in the open coding stage, 82 codes were extracted, but due to the semantic similarity and duplication of information, these codes were merged and aggregated and finally reduced to 46 codes. In the next step, called axial coding, the process of assigning code to the concepts in the data is completely unlocked and takes the form of an excerpt. In the last stage of coding, the researcher acts more selectively on the basis of these emerging components in the coding work because the main component of the theory gradually shows itself, hence the last part of the coding is called "selective". After coding the interviews, due to the large number of primary codes, secondary coding was performed and 46 open codes were obtained. Economic, educational and behavioral infrastructure, the role of the media and cultural factors. Then the comparison and grouping of central codes showed that they can be summarized in 3 selective codes of managerial factors, infrastructure and facilities and socio-cultural factors.
