Document Type : Research Paper
Authors
1 Department Sports management, Physical Education Faculty , Islamic Azad University, Central Tehran Branch, Tehran ,Iran
2 Department Sports management, Physical Education Faculty , Islamic Azad University, Central Tehran Branch, Tehran ,Iran. (corresponding Author)
Abstract
Implementation of strategic plans in the Iranian sport system requires conditions and environments that need to be prepared so that different organizations and institutions can move towards achieving their goals and vision. Therefore, the main purpose of this study is to huge analysis of the driving factors in propellants strategic plans of Iranian sports organizations. The present study is applied in terms of purpose and in terms of nature, analytical and exploratory using a combination of qualitative and quantitative models. The statistical population of the study consisted of executive and academic elites with sufficient expertise and experience on the issue of strategic programs in sports organizations. The sampling method was purposefully selected and the sample size was 13 persons. Qualitative data were obtained through open-ended questionnaire interview and quantitative analysis of documents and quantitative data used in this study. Final analysis was performed on 14 recursive matrices. The collected data were analyzed using the MICMAC software. The findings showed that the key driving forces of economic, technological, communication, political and organizational structure have the most influence on the future of participation in public sport. Among the economic and technological factors have had the largest share of direct impact. The findings of this study showed that what are the key variables in the implementation of sports organizations' strategic plans, the knowledge output of this information helps managers to formulate and implement a smarter operational plan for each alternative.
Keywords
Main Subjects
- Alharthy, A. H., Rashid, H., Pagliari, R., & Khan, F. (2017). Identification of strategy implementation influencing factors and their effects on the performance. International Journal of Business and Social Science, 8(1), 34-44.
- Arabi, S. M. (2016). Strategic Planning Handbook (11th). Tehran: Office of Cultural Research. (in Persian).
- Atabaki, M., & Saifi, A. (2009). Align organizational structure with business strategies. Tadbir Magazine, (208), 21-25. (in Persian).
- Bos, A., van Eekeren, F., Houlihan, B., & Policy, S. (2017). Implementation and compliance of good governance in international sports organisations. Action for Good Governance in International Sports Organisations. 3(5), 1-240.
- Brinkschröder, N. (2014). Strategy implementation: Key factors, challenges and solutions (Bachelor's thesis). University of Twente.
- Crittenden, V. L., & Crittenden, W. F. (2008). Building a capable organization: The eight levers of strategy implementation. Business Horizons, 51(4), 301-309.
- David, F. R. (2011). Strategic management concepts and cases. Prentice hall.
- Ghorbal-Blal, I. (2011). The role of middle management in the execution of expansion strategies: The case of developers’ selection of hotel projects. International Journal of Hospitality Management, 30(2), 272-282.
- Godarzi, M., Ghorbani, M. H., & Safari, H. R. (2015). Identifying and developing the barriers to implementation of strategic plans in the Ministry of Sport and Youth of Iran. Sport Management Studies, 7(31), 13-32. (in Persian).
- Godet, A. J., Meunier, M. F., & Roubelat, F. (2003). Structural analysis with the MICMAC method & actors' strategy with MACTOR method. Futures Research Methodology, 8(3), 7-10.
- Ito, H., Frank, R. G., Nakatani, Y., & Fukuda, Y. (2013). Mental health care reforms in Asia: the regional health care strategic plan: The growing impact of mental disorders in Japan. Psychiatric Services, 64(7), 617-619.
- Li, Y., Guohui, S., & Eppler, M. J. (2008). Making strategy work: A literature review on the factors influencing strategy implementation. Handbook of Strategy Process Research, 12(24), 9-24.
- Mangla, S. K., Govindan, K., & Luthra, S. (2016). Critical success factors for reverse logistics in Indian industries: a structural model. Journal of cleaner Production, 129, 608-621.
- McLean, M. (2019). Understanding your economy: Using analysis to guide local strategic planning. London: Routledge.
- Miles, I., & Keenan, M. (2002). Practical guide to regional Foresight in the UK. Luxembourg: European Communities.
- Mnjama, M. D., & Koech, P. (2019). Factors affecting implementation of strategic plans at Wellcome Trust Research Programme. The Strategic Journal of Business & Change Management, 6(2), 892–913.
- Pimanfar, M. H., Elahi, A., & Hamidi, M. (2012). Infrastructure barriers in the implementation of strategic plans. Journal of Social and Cultural Strategy, 1(3), 145-155. (in Persian).
- Rabani, T. (2012). Structural analysis using the Mic Mak method. Paper presented at the Proceedings of the First National Future Research Conference, Tehran. (in Persian).
- Rahnavard, F. (2010). Strategic management of information systems. Tehran: Ney Publishing. (in Persian).
- Skinner, J., Edwards, A., & Corbett, B. (2014). Research methods for sport management. London: Routledge.
- Strittmatter, A. M., & Skille, E. Å. (2017). Boosting youth sport? Implementation of Norwegian youth sport policy through the 2016 Lillehammer Winter Youth Olympic Games. Sport in Society, 20(1), 144-160.
- Wanaswa, P. S., Awino, Z. B., & Ogutu, M. (2017). Organizational innovation, technology, strategic planning and competitiveness: Conceptual perspective. DBA Africa Management Review, 7(2), 26-51.
- Zeps, A., & Ribickis, L. (2015). Strategy development and implementation–process and factors influencing the result: Case study of Latvian organizations. Procedia-Social and Behavioral Sciences, 213, 931-937.
)