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1- Department of Sports Management, Faculty of Sports Science, University of Mazandaran, Babolsar, Iran , shahinsoltanpoor@yahoo.com
2- Department of Sports Management, Faculty of Sports Science, University of Mazandaran, Babolsar, Iran
3- Department of Sports Management, Faculty of Sports Sciences, University of Tehran, Tehran, Iran
4- Department of Sports Management, Faculty of Sports Sciences, Allameh Tabataba’i University, Tehran, Iran
Abstract:   (233 Views)
Background. The current study aimed at codifying the strategic perspective of Iranian federation of martial arts sport.
Objectives. The current study aimed at investigating the negative consequences of the use of social networks at the workplace from the viewpoint of the employees of the sports and youth departments.
Methods. The current strategic study was conducted based on a combination of sequential explanatory methods. The statistical population of the study consisted of 138 individuals including the chairman, vice-chairman, and the secretary of the Iran Martial Arts Federation, the officials of the internal committees of the federation, the directors of provincial boards of martial arts, the directors of the styles (associations, committees, and groups), and the members of the Strategic Council of the Federation of which 43 individuals were selected to participate in the study using the Cochran formula. The data were collected through interviews, open and closed questionnaires, and Delphi method. The employed questionnaire had 27 items: seven in strengths, five in weaknesses, seven in opportunities, and six in threats. The validity of the research tool was assessed by 15 sport management experts and martial arts experts and its reliability was also confirmed by Cronbach's alpha coefficient for strengths (α = 796), weaknesses (α = 0.704), opportunities (α = 0.845), and threats (α = 0.774). To prioritize the strengths, weaknesses, opportunities, and threats, the Friedman test was used to determine the strategic position of the federation through weighing and the severity of each factor. In order to formulate strategies, SWOT analysis and pairwise comparison of ST, WO, SO, and WT were employed. Finally, the quantitative strategic planning matrix (QSPM) was used to prioritize strategies.
Results. The strategic position of the Iran Martial Arts Federation in the SO region was codified.
Conclusion. Based on the current study results, three SO, two WO, two ST, two WT, and nine strategies were presented to clarify the vision of the Iran Martial Arts Federation.
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APPLICABLE REMARKS
1- Fundamental development of different styles of martial arts in Iran;
  • Expansion of martial arts for women and encourage them to take place successfully in Asian and global tournaments;
  • Interaction and consultation with financial and sports sponsors;
  • Interaction with the Islamic Republic of Iran Broadcasting Organization and the broad reflection of martial arts activities by the national media;
  • Establishment and deployment of a marketing and revenue generation system in the federation;
  • Empowerment of human resources and effective communication and participation in international sports associations;
  • Development of infrastructures and facilities of martial arts in Iran;
  • Performing research activities and establishing a statistical information system for athletes, instructors, judges, and places in martial arts;
  • Extensive supervision of the activities of martial art styles and places in Iran.
2- The mission of the Iran Martial Arts Federation is relied on the following items:
  • The familiarity of the various generations with different covered styles, increasing the number of male and female audience in Iran, and investing at the basic range, promotion of the scientific and technical instructors and coaches, and effective presence in Asian Federations, and taking place in in Asian and global events.
3- The vision of the Iran Martial Arts Federation was determined by the Delphi method:
  • The Iran Martial Arts Federation is developed at the national level with an appropriate rank and holding special position at international tournaments.

Type of Study: Original Article | Subject: Sport Management and its related branches
Received: 2017/09/13 | Accepted: 2019/03/14 | ePublished ahead of print: 2019/05/5

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