Sport Management
Nusrat Allah abedini; parvin Asadpour kofy
Abstract
Background and Purpose: The sports industry has become one of the important economic and social sectors worldwide due to its significant contribution to employment creation, income generation, gross domestic product growth, and cultural development. Within this industry, sports clubs play a fundamental ...
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Background and Purpose: The sports industry has become one of the important economic and social sectors worldwide due to its significant contribution to employment creation, income generation, gross domestic product growth, and cultural development. Within this industry, sports clubs play a fundamental role as professional organizations that can generate economic value through marketing, media activities, sponsorship, and commercial investments. In developed countries, many professional sports clubs are managed by private sectors, allowing them to benefit from specialized management, financial independence, and market-oriented strategies (Alonso Dos Santos & Calabuig Moreno, 2020). Football clubs, as among the most influential organizations in the sports industry, have increasingly moved toward professionalization and commercialization, where effective governance and sustainable financial models are essential for long-term success (Zhang et al., 2018). Privatization has been recognized as a potential strategy for improving club performance by increasing investment opportunities, enhancing managerial efficiency, strengthening financial transparency, and reducing dependence on governmental resources (Balwel & Tayachi, 2021; Bada & Magaji, 2017). However, the privatization process of sports clubs requires appropriate legal frameworks, transparent financial mechanisms, professional management, and effective control of political and administrative challenges to achieve successful outcomes (Gharehkhani et al., 2017; Shahlaee & Ghorbanalizadeh Ghaziani, 2015). In Iran, despite the significant social and economic importance of Esteghlal and Persepolis football clubs, their transition from state ownership to private management has faced various structural, financial, and managerial challenges. Therefore, identifying and prioritizing effective strategies and possible consequences of privatization is essential for developing a sustainable model for professional football clubs.
Methodology: The current research was applied in terms of purpose, and in terms of data collection, it was descriptive-analytical and field method. The research process was done in two stages. In the first stage, a questionnaire related to the indicators of handing over state sports clubs to the private sector was prepared and provided to the statistical community through literature review and research background. The statistical population was football federation officials with 18 people, university professors with 33 people and club managers with 23 people and a total of 74 people. The sampling method was full number and all the people of the society were selected as a sample. In the second step, the relative weight and rank of each index were analyzed using the Analytical Hierarchy (AHP) technique and Expert Choice software. Analytic Hierarchy Process is one of the most famous multi-criteria decision-making techniques that was first developed by Thomas L. in the 1970s. This technique examines complex problems based on their interactions and solves them by transforming them into a simple form. The basis of this decision-making method is based on pairwise comparisons in such a way that after the indicators are identified and the questionnaire is given to the subjects; a series of pairwise comparisons are made by the subjects. These comparisons show the weight of each index in line with the competing options evaluated in the decision. Finally, this process combines the matrices obtained from the pairwise comparisons to obtain the optimal decision.
Results: In general, it can be concluded that privatization has a very direct relationship with the economic development of the country, especially the prosperity of sports clubs, and is a very important step for a better economy and more opportunities, and it takes time to show results. In order to successfully implement privatization programs in sports, studying successful experiences of countries in the field of privatization can be very beneficial, but an important point that should be considered is the ability to generalize the results and consider the conditions and requirements of each country, which ultimately causes differences in the goals, methods, effects and success rate of privatization programs in sports. Considering the results obtained from the present study, it is suggested that the government, by accepting a competitive economy, provide a suitable platform for the privatization of Persepolis and Esteghlal clubs and implement the privatization of professional clubs. It is also suggested that an important step be taken towards privatization by widespread advertising among the fans and supporters of the two football teams Persepolis and Esteghlal.
Discussion: The present study was conducted with the aim of formulating and prioritizing the strategies and outcomes proposed by state-owned sports clubs, especially using the AHP hierarchical technique. Regarding the most important strategies proposed by the red clubs to the private sector from the official perspectives of the Football Federation, university clubs, and club managers, it shows that they were legal, political, and structural strategies, respectively, and no difference was observed between the three groups of the statistical population regarding the strategies of football clubs to the private sector. The contribution of sports to the national economy is directly related to the number of investments made in the sports sector, which in the current situation, due to the limitations and bottlenecks that are part of the participation in the development of sports countries, is very low compared to developed countries. Persepolis and Esteghlal football clubs have a special and unique position in society, and on the other hand, these two clubs have a long history and are part of the history of the country.
Conclusions: The findings of this study indicate that the privatization of state-owned sports clubs, particularly Esteghlal and Persepolis football clubs, requires the implementation of comprehensive legal, political, and structural strategies to ensure successful transition and sustainable development. According to the AHP results, transparency in financial information, changing the government's role from direct management to supervision and leadership, and combating corruption and rent-seeking were identified as the most important strategies for effective privatization. Furthermore, managerial, economic, and political consequences were recognized as the major outcomes of transferring clubs to the private sector, with improvements in managerial efficiency, financial stability, and reduced political interference being among the key benefits. Therefore, successful privatization should be accompanied by professional management training, supportive legal frameworks, financial transparency, and competitive economic policies to enhance the performance of sports clubs and contribute to the growth of the sports industry.
Organizational Behavior Management
nasrin sadeghian; abdolzahra naami; ali jalili shishavan
Abstract
Background and Purpose: Organizational variables play a crucial role in shaping employee well-being and authenticity, particularly among athletic employees in welfare organizations who face unique professional and emotional demands. Authenticity at work—defined by authentic living, absence of self-alienation, ...
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Background and Purpose: Organizational variables play a crucial role in shaping employee well-being and authenticity, particularly among athletic employees in welfare organizations who face unique professional and emotional demands. Authenticity at work—defined by authentic living, absence of self-alienation, and resistance to external influence—is recognized as a key driver of psychological health and performance. Drawing on Self-Determination Theory (SDT), basic psychological needs (autonomy, competence, and relatedness) are proposed as critical mechanisms translating contextual workplace variables into individual authenticity. Despite its importance, the causal pathways linking variables like authentic leadership, job autonomy, organizational justice, and organizational support to employee authenticity remain underexplored in this specific demographic. Therefore, the present study aims to present a causal model of the authenticity of athletic employees in the State Welfare Organization based on organizational variables, with the mediating role of basic psychological needs.
Methodology: This applied study adopted a descriptive-correlational, cross-sectional design and employed Structural Equation Modeling (SEM). The statistical population consisted of all athletic employees of the State Welfare Organization in East Azerbaijan Province. Based on Cochran’s formula and methodological recommendations, a sample of 251 employees (170 holding Bachelor’s, 69 Master’s, and 12 PhD degrees; mean age = 52.19 years) was selected using convenience sampling via online questionnaires. Data were collected using standard instruments: Individual Authenticity Measure at Work (Van den Bosch & Taris, 2014), Authentic Leadership Questionnaire (Avolio et al., 2006), Job Autonomy Scale (Hackman & Oldham, 1975), Perceived Organizational Support (Eisenberger et al., 1986), Organizational Justice (Colquitt, 2001), and the Basic Psychological Needs Scale (La Guardia et al., 2000). Statistical assumptions, including normality and absence of multicollinearity (VIF < 10), were confirmed. Data analysis was conducted using SPSS 24 and AMOS 24, utilizing bootstrapping methods to assess mediation effects.
Results: The SEM results demonstrated a satisfactory fit for the proposed conceptual model. Findings revealed that authentic leadership had a strong and significant direct positive effect on employee authenticity (β=0.79, p<0.001). Furthermore, the fulfillment of basic psychological needs significantly mediated the relationship between the organizational variables and employee authenticity (β=0.17, p<0.). Interestingly, while job autonomy (β=0.58) and organizational justice (β=0.12) did not exhibit significant direct effects on employee authenticity, they had significant indirect effects through the mediation of basic psychological needs.
Discussion: The findings confirm that authentic leadership is a primary determinant of authenticity among athletic employees, aligning with prior literature highlighting the importance of supportive and transparent leadership. The significant mediating role of basic psychological needs provides robust empirical support for Self-Determination Theory (SDT) in the workplace, indicating that organizational factors such as justice and autonomy foster authenticity only when they successfully fulfill employees’ innate psychological needs. The lack of direct effects for job autonomy and justice emphasizes the necessity of this psychological translation process. Limitations of the study include its cross-sectional design, which restricts definitive causal inferences, and the reliance on convenience sampling limited to East Azerbaijan Province, which warrants caution in generalizing the results to other regions or sectors.
Conclusions: The present study demonstrated that basic psychological needs act as a vital mechanism channeling the positive impact of organizational variables—especially authentic leadership—toward employee authenticity. The results support key principles inferred from SDT, emphasizing the multidimensional nature of workplace well-being. Theoretically, the study contributes to the expansion of authenticity and psychological needs research within sport and welfare settings. Practically, it provides welfare organizations, human resource managers, and policymakers with actionable insights to cultivate authentic leadership and design interventions aimed at satisfying basic psychological needs. Future studies are recommended to test this causal model longitudinally and validate it across broader geographical regions and diverse athletic populations.
Organizational Behavior Management
amirhoshang Nazarpouri
Abstract
Sometimes, employees of an organization resort to unethical behaviors to help the company survive, which is called pro-organizational unethical behavior, which although seemingly beneficial to the organization, has destructive consequences for the organization. Therefore, this research seeks to identify ...
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Sometimes, employees of an organization resort to unethical behaviors to help the company survive, which is called pro-organizational unethical behavior, which although seemingly beneficial to the organization, has destructive consequences for the organization. Therefore, this research seeks to identify the antecedents and consequences of pro-organizational unethical behavior. This research is mixed in the inductive deductive paradigm, which is applied in terms of purpose and descriptive survey in terms of nature and method. The statistical population of the research consists of university professors in the field of behavior and sports psychology, as well as human resources specialists of the Sports and Youth Department of Lorestan Province, who were selected as a research sample using the snowball sampling method and based on the principle of theoretical sufficiency, 26 people. In the qualitative part of the research, the data collection tool is a semi-structured interview. For the validity and reliability of the data collection tool in the qualitative section, content and theoretical validity methods and intra-coder and inter-coder reliability were used, which indicated the confirmation of the validity and reliability of the qualitative research tool. Also, the data collection tool in the quantitative section is a questionnaire, for which content validity and test-retest reliability were used, which were confirmed. In the qualitative section, qualitative data obtained from the interview were analyzed using MAXQDA software and the coding method, and the fuzzy cognitive mapping (FCM) method was also used for quantitative analysis. According to the results of this study, organizational identity and social exchange have the greatest impact on pro-organizational unethical behavior. Also, organizational consequences and the strategic future of the organization are among the most important consequences of pro-organizational unethical behavior.
Organizational Behavior Management
Nasibeh Esmaili; Mohammad Hami; Vahid Shojaei
Abstract
The phenomenon of organizational silence among physical education teachers is considered one of the most important obstacles to promoting transparent communication, professional functioning, and active participation in schools. The aim of the present study was to explain the factors affecting the organizational ...
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The phenomenon of organizational silence among physical education teachers is considered one of the most important obstacles to promoting transparent communication, professional functioning, and active participation in schools. The aim of the present study was to explain the factors affecting the organizational silence of physical education teachers and to provide strategies for overcoming it, emphasizing the role of restorative justice. This study was conducted with a qualitative approach and data-based theory method. Data were collected through semi-structured interviews with 20 teachers, administrators, education experts, and educational science specialists in a purposeful manner and analyzed through open, axial, and selective coding. Validity and reliability were confirmed. The findings showed that organizational silence is the result of causal conditions such as institutional distrust, communication blockage, lack of justice in resource allocation, and bitter experiences resulting from expressing opinions. Background conditions such as a general conservative atmosphere, structural incoherence in the school system, and weakness in intra-organizational interactions provide a platform for the development of this phenomenon. At the same time, variables such as the lack of institutional cohesion in the face of cultural conflicts and legal pressures play an inhibiting role in breaking out of silence as intervening conditions. In the meantime, strategies such as institutionalizing restorative justice, strengthening human resources, expanding cultural and communication capacities, and promoting teachers' social participation can pave the way out of silence. The consequences of implementing such strategies can be seen at both individual (improving mental health) and organizational (increasing social capital and improving school communications) levels.
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