year 6, Issue 4 (Winter 2018)
Ann Appl Sport Sci 2018, 6(4): 69-80 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Fasanghari E, Goodarzi M, Ramezaninezhad R, Ghorbani M H. Presenting an Executive Model for Improving the Performance of Sports Federations. Ann Appl Sport Sci 2018; 6 (4) :69-80
URL: http://aassjournal.com/article-1-648-en.html
URL: http://aassjournal.com/article-1-648-en.html
1- Department of Sport Management, Sport Sciences Research Institute, Tehran, Iran , elhamfasanghari@gmail.com
2- Department of Sport Management, Faculty of Sport Sciences, University of Tehran, Tehran, Iran
3- Department of Sport Management, Faculty of Sport Sciences, University of Guilan, Guilan, Iran
4- Department of Sport Management, Sport Sciences Research Institute, Tehran, Iran
2- Department of Sport Management, Faculty of Sport Sciences, University of Tehran, Tehran, Iran
3- Department of Sport Management, Faculty of Sport Sciences, University of Guilan, Guilan, Iran
4- Department of Sport Management, Sport Sciences Research Institute, Tehran, Iran
Abstract: (7008 Views)
Background. Considering the position and importance of sports federations in Iran and their very important duties and dependence on the Ministry of Sports and Youth in terms of financial resources, they must be responsive to their performance in providing services and implementing their programs. The duties are namely the development and promotion of sports at the public and championship levels, coordination of competitions at the local and national levels, selection of athletes, and training and development of national teams for participation in the international fields. Therefore, there is a growing need for a practical framework to improve the performance of sports federations.
Objectives. The purpose of this study was to present an executive model for improving the performances of sports federations.
Methods. Considering the qualitative and exploratory nature of the subject, the grounded theory was applied as a qualitative research method using the Glaser model. First, a preliminary list of effective factors was identified through primary studies. It was followed by semi-structured interviews conducted with 25 elites who were aware of the subject of the study.
Results. The open coding results denoted that 83 indicators could improve the performances of the Iranian sports federations. At the axial coding stage, the indicators were classified into 19 concepts. Finally, the five categories of “management and leadership,” “resources,” “specific performance of federation,” “information and communication,” and “education and research affairs” were identified through selective coding.
Conclusion. “Discovering and Growing the Talents”, Legal and Ethical Issues”, Interaction and collaboration with other organizations and institutions”, Training and Promotion human resources including coaches and referees” and “Organizing National Teams” are concepts that improve the performance of sports federations, and managers should pay attention to them.
Objectives. The purpose of this study was to present an executive model for improving the performances of sports federations.
Methods. Considering the qualitative and exploratory nature of the subject, the grounded theory was applied as a qualitative research method using the Glaser model. First, a preliminary list of effective factors was identified through primary studies. It was followed by semi-structured interviews conducted with 25 elites who were aware of the subject of the study.
Results. The open coding results denoted that 83 indicators could improve the performances of the Iranian sports federations. At the axial coding stage, the indicators were classified into 19 concepts. Finally, the five categories of “management and leadership,” “resources,” “specific performance of federation,” “information and communication,” and “education and research affairs” were identified through selective coding.
Conclusion. “Discovering and Growing the Talents”, Legal and Ethical Issues”, Interaction and collaboration with other organizations and institutions”, Training and Promotion human resources including coaches and referees” and “Organizing National Teams” are concepts that improve the performance of sports federations, and managers should pay attention to them.
Full-Text [PDF 805 kb]
(1131 Downloads)
APPLICABLE REMARKS
APPLICABLE REMARKS
• “Discovering and Growing the Talents”, Legal and Ethical Issues”, Interaction and collaboration with other organizations and institutions”, Training and Promotion human resources including coaches and referees” and “Organizing National Teams” are concepts that improve the performance of sports federations, and managers should pay attention to them.
• The strategies for improving the performance of sports federations for Organizing National Teams Concept included“ Continuous emphasis on applying new methods of coaching and refereeing”, “Using a knowledgeable nutritionist, bodybuilder, physiotherapist, massager, psychologist, and elite coaches in the national teams” and “Establishing internal and external training camps in line with the latest patterns”.
• The strategies for improving the performance of sports federations with regard to the Interaction and collaboration Concept included “Concluding Memorandum of Understanding (MOU) for cooperation with other organizations (such as the academic centers and universities, Ministry of Education, armed forces, research institutes, municipalities, etc.) for the development of sports” and “Active participation of the federation in sports (Asian and international)”.
• The strategies for improving the performance of sports federations for Organizing National Teams Concept included“ Continuous emphasis on applying new methods of coaching and refereeing”, “Using a knowledgeable nutritionist, bodybuilder, physiotherapist, massager, psychologist, and elite coaches in the national teams” and “Establishing internal and external training camps in line with the latest patterns”.
• The strategies for improving the performance of sports federations with regard to the Interaction and collaboration Concept included “Concluding Memorandum of Understanding (MOU) for cooperation with other organizations (such as the academic centers and universities, Ministry of Education, armed forces, research institutes, municipalities, etc.) for the development of sports” and “Active participation of the federation in sports (Asian and international)”.
Type of Study: Original Article |
Subject:
Sport Management and its related branches
Received: 2018/05/29 | Accepted: 2018/07/7
Received: 2018/05/29 | Accepted: 2018/07/7
References
1. Sajadi HS, Hariri MH, Karimi S, Baratpour S. Performance Self Assessment by the Excellence Model in Different Hospitals of Isfahan University of Medical Sciences and Healthcare Services 2006. Research in Medicine. 2008;32 (3):227-31 [Article in Farsi].
2. Bessant J, Caffyn S. High-involvement innovation through continuous improvement. International Journal of Technology Management. 1997;14(1):7-28. [DOI:10.1504/IJTM.1997.001705]
3. Bessant J, Caffyn S, Gallagher M. An evolutionary model of continuous improvement behaviour. Technovation. 2001;21(2):67-77. [DOI:10.1016/S0166-4972(00)00023-7]
4. Rodríguez Bolívar MP, López Hernández AM, Ortiz Rodríguez D. Implementing the balanced scorecard in public sector agencies: An experience in municipal sport services. Academia Revista Latinoamericana de Administración. 2010(45).
5. Walmsley B. Towards a balanced scorecard: A critical analysis of the Culture and Sport Evidence (CASE) programme. Cultural Trends. 2012;21(4):325-34. [DOI:10.1080/09548963.2012.726800]
6. Dimitropoulos P, Kosmas I, Douvis I. Implementing the balanced scorecard in a local government sport organization: Evidence from Greece. International Journal of Productivity and Performance Management. 2017;66(3):362-79. [DOI:10.1108/IJPPM-11-2015-0167]
7. Papadimitriou D, Taylor P. Organisational effectiveness of Hellenic national sports organisations: A multiple constituency approach. Sport Management Review. 2000;3(1):23-46. [DOI:10.1016/S1441-3523(00)70078-7]
8. Shilbury D, Moore KA. A study of organizational effectiveness for national Olympic sporting organizations. Nonprofit and Voluntary Sector Quarterly. 2006;35(1):5-38. [DOI:10.1177/0899764005279512]
9. Eydi H, Ramzaninezgad R, Yosefi B, Malekakhlagh E. Introducing Questionnaire of Effectiveness in Sporting Federations According to Competing Value Framework. Sport Management Studies. 2014;6(22):63-84 [Article in Farsi].
10. Honari H, Mohammadi L, Ghafori F, Afshari M. The Application of PCA Method to Evaluating the Performance of Sports Federations Based on EFQM Approaches. New Trends in sport Management. 2013;1(2):19-29 [Article in Farsi].
11. Mirfakhredini H, Peymanfar MH, Oghada AK, Alimohammadi H. Performance Assessment of Sports Organization with BSC – Topsis Integrated Model. Journal of Sport Management. 2013;5(16):77-96 [Article in Farsi].
12. NezadSajjadi SA, SoleimaniDamaneh J. Identify and Prioritize the Criteria of Performance Evaluation of Iranian Sport Federation Form Expert Point of View Sing the AHP Model. Sport Management Studies. 2014;6(23):179-92 [Article in Farsi].
13. Solntsev I, Osokin N. Designing a performance measurement framework for regional networks of national sports organizations: evidence from Russian football. Managing Sport and Leisure. 2018:1-21.
14. Torres L, Martin E, Guevara JC. The gold rush: Analysis of the performance of the Spanish Olympic federations. Cogent Social Sciences. 2018;4(1):1446689. [DOI:10.1080/23311886.2018.1446689]
15. O'Boyle I, Hassan D. Performance management and measurement in national-level non-profit sport organisations. European Sport Management Quarterly. 2014;14(3):299-314. [DOI:10.1080/16184742.2014.898677]
16. Geeraert A, Alm J, Groll M. Good governance in international sport organizations: an analysis of the 35 Olympic sport governing bodies. International Journal of Sport Policy and Politics. 2014;6(3):281-306. [DOI:10.1080/19406940.2013.825874]
17. Nagel S, Schlesinger T, Bayle E, Giauque D. Professionalisation of sport federations – a multi-level framework for analysing forms, causes and consequences. European Sport Management Quarterly. 2015;15(4):407-33. [DOI:10.1080/16184742.2015.1062990]
18. Ruoranen K, Klenk C, Schlesinger T, Bayle E, Clausen J, Giauque D, et al. Developing a conceptual framework to analyse professionalization in sport federations. European Journal for Sport and Society. 2016;13(1):55-74. [DOI:10.1080/16138171.2016.1153881]
19. O'Boyle I. Developing a performance management framework for a national sport organisation. Sport management review. 2014;18(2):308-16. [DOI:10.1016/j.smr.2014.06.006]
20. Glaser BG. Basics of grounded theory analysis: Emergence vs forcing: Sociology press; 1992.
21. Neergaard MA, Olesen F, Andersen RS, Sondergaard J. Qualitative description–the poor cousin of health research? BMC medical research methodology. 2009;9(1):52. [DOI:10.1186/1471-2288-9-52] [PMID] [PMCID]
22. Holt NL, Pankow K, Tamminen KA, Strachan L, MacDonald DJ, Fraser-Thomas J, et al. A qualitative study of research priorities among representatives of Canadian Provincial Sport Organizations. Psychology of Sport and Exercise. 2018;36:8-16. [DOI:10.1016/j.psychsport.2018.01.002]
23. Schulenkorf N. Managing sport-for-development: Reflections and outlook. Sport Management Review. 2017;20(3):243-51. [DOI:10.1016/j.smr.2016.11.003]
24. Schulenkorf N, Sherry E, Rowe K. Sport for development: An integrated literature review. Journal of Sport Management. 2016;30(1):22-39. [DOI:10.1123/jsm.2014-0263]
25. Rowe K, Karg A, Sherry E. Community-oriented practice: Examining corporate social responsibility and development activities in professional sport. Sport Management Review. 2018. [DOI:10.1016/j.smr.2018.05.001]
26. Carlsson-Wall M, Kraus K, Messner M. Performance measurement systems and the enactment of different institutional logics: insights from a football organization. Management Accounting Research. 2016;32:45-61. [DOI:10.1016/j.mar.2016.01.006]
27. Wemmer F, Emrich E, Koenigstorfer J. The impact of coopetition-based open innovation on performance in nonprofit sports clubs. European Sport Management Quarterly. 2016;16(3):341-63. [DOI:10.1080/16184742.2016.1164735]
28. Pasban M, Nojedeh SH. A Review of the Role of Human Capital in the Organization. Procedia - Social and Behavioral Sciences. 2016;230:249-53. [DOI:10.1016/j.sbspro.2016.09.032]
29. Lastra R, Bell P, Bond C. Sports betting and the integrity of Australian sport: Athletes' and non-athletes' perceptions of betting-motivated corruption in sport. International Journal of Law, Crime and Justice. 2018;52:185-98. [DOI:10.1016/j.ijlcj.2017.11.005]
30. Siguencia LO, Herman D, Marzano G, Rodak P. The Role of Social Media in Sports Communication Management: An Analysis of Polish Top League Teams' Strategy. Procedia Computer Science. 2017;104:73-80. [DOI:10.1016/j.procs.2017.01.074]
31. Shakerian H, Dehnavi HD, Ghanad SB. The Implementation of the Hybrid Model SWOT-TOPSIS by Fuzzy Approach to Evaluate and Rank the Human Resources and Business Strategies in Organizations (Case Study: Road and Urban Development Organization in Yazd). Procedia - Social and Behavioral Sciences. 2016;230:307-16. [DOI:10.1016/j.sbspro.2016.09.039]
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
