Volume 8 - Winter Supplementary
Ann Appl Sport Sci 2020, 8 - Winter Supplementary: 0-0 |
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1- Department of Sport Management, Faculty of Sport Sciences, Shomal University, Amol, Iran , hamtahadian82@gmail.com
2- Department of Sport Management, Faculty of Sport Sciences, Mazandaran University, Babolsar, Iran
3- Department of Sport Management, Faculty of Sport Sciences, Shahid Beheshti University, Tehran, Iran
4- Department of Sport Management, Faculty of Sport Sciences, Shomal University, Amol, Iran
2- Department of Sport Management, Faculty of Sport Sciences, Mazandaran University, Babolsar, Iran
3- Department of Sport Management, Faculty of Sport Sciences, Shahid Beheshti University, Tehran, Iran
4- Department of Sport Management, Faculty of Sport Sciences, Shomal University, Amol, Iran
Abstract: (3537 Views)
Background. Currently, sports as a big industry is considered as one of the most effective economic sources in developed communities and one of the important indices of the development of countries.
Objectives. The present study was conducted aimed to design a strategic model of Iran’s sports industry economy.
Methods. This study is a strategic one that has been conducted by mixed sequential exploratory method. Also, the main research method was based on quad triangulation. The statistical population of the study including stakeholders and experts in economy of sports and professors of physical education who are fully acquainted with sports and related industries was a total of n=226 participated in the study purposefully and accessible. The data were collected through library studies, review of documents and documents, review of scientific and specialized articles, review of archives of publications and media, interviews, open and closed questionnaires, as well as Delphi method. Then, the models obtained from Likert scale questionnaires were approved in three shifts between 100 selected first group samples with a return of between 53 and 67 responses at each stage. Structural equation modeling was used by software PLS 3 to confirm the results. SWOT analysis was used to develop the strategies.
Results. The factors affecting the economy of Iran’s sports industry were identified and confirmed in the form of 11 strengths, 14 opportunities, 26 weaknesses and 24 threats. Then, by reviewing and analyzing the factor load, 25 appropriate executive strategies were developed and presented.
Conclusion. According to the results, sports industry trustees, by forming a team of experts, put the proposed strategies of this study on the agenda, formulate the necessary executive plans, and then apply the necessary measures to implement the plan. The achievements of this study, using micro and macroeconomic planning can be the key to the non-growth of GDP of Iran and similar countries.
Objectives. The present study was conducted aimed to design a strategic model of Iran’s sports industry economy.
Methods. This study is a strategic one that has been conducted by mixed sequential exploratory method. Also, the main research method was based on quad triangulation. The statistical population of the study including stakeholders and experts in economy of sports and professors of physical education who are fully acquainted with sports and related industries was a total of n=226 participated in the study purposefully and accessible. The data were collected through library studies, review of documents and documents, review of scientific and specialized articles, review of archives of publications and media, interviews, open and closed questionnaires, as well as Delphi method. Then, the models obtained from Likert scale questionnaires were approved in three shifts between 100 selected first group samples with a return of between 53 and 67 responses at each stage. Structural equation modeling was used by software PLS 3 to confirm the results. SWOT analysis was used to develop the strategies.
Results. The factors affecting the economy of Iran’s sports industry were identified and confirmed in the form of 11 strengths, 14 opportunities, 26 weaknesses and 24 threats. Then, by reviewing and analyzing the factor load, 25 appropriate executive strategies were developed and presented.
Conclusion. According to the results, sports industry trustees, by forming a team of experts, put the proposed strategies of this study on the agenda, formulate the necessary executive plans, and then apply the necessary measures to implement the plan. The achievements of this study, using micro and macroeconomic planning can be the key to the non-growth of GDP of Iran and similar countries.
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APPLICABLE REMARKS
APPLICABLE REMARKS
- Establishment of the Iranian Sports Industry Academy as the trustee of specialized training
- Recognition of the country’s sports system
- Effective and friendly communication between industry and academia
- Reform regulations and updating unnecessary rules for sports businesses
- Facilitate the issuance of licenses for the establishment, construction or renewal of contracts and licenses
- Establishment of scientific institutes and associations and knowledge-based companies in order to develop economy and marketing of sports industry
- Support domestic sports brands, manufacturers and service providers
- Increase private property rights
- Localization of successful experiences of leading countries for the development of Iran’s sports industry
- Development and growth of transnational businesses
- Target large international markets
- Entry of sports industry sub-sectors into the stock market and competitive market space
- Brand registration and identity
- Join the World Intellectual Property Organization and remove its monopoly and government rents
- Analyze the opportunities and challenges of sports industry to help plan at the macro level
- Efforts to recognize sports industry as a complete and independent industry in the Ministry of Industries and Mines
- Remove barriers to gender discrimination in sports such as women’s entering stadiums
- Remove barriers to broadcasting TV competitions
- Develop a comprehensive plan for meritocracy and empowerment of managers and employees of sports industry
- Systematize sports media
- Form trade unions as the trustee
- Increase political diplomacy in order to promote the country’s sports industry through the Ministry of Foreign Affairs
Type of Study: Original Article |
Subject:
Sport Management and its related branches
Received: 2019/08/26 | Accepted: 2020/01/21
Received: 2019/08/26 | Accepted: 2020/01/21
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