نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشجوی دکتری مدیریت ورزشی دانشکدۀ تربیت‌بدنی دانشگاه آزاد اسلامی واحد تهران جنوب، تهران، ایران

2 استادیار مدیریت ورزشی، دانشکدۀ تربیت‌بدنی دانشگاه آزاد اسلامی واحد تهران جنوب، تهران، ایران

3 دانشیار دانشکدۀ کارآفرینی، دانشگاه تهران، تهران، ایران

چکیده

هدف از تحقیق حاضر ارائه مدل کسب و کار و مقایسه زوجی ابعاد مدل در آکادمی‌های ورزشی از دیدگاه خبرگان این حوزه می‌باشد. تحقیق حاضر از نوع تحقیقات پراگماتیسم، به لحاظ هدف کاربردی، رویکرد تحقیق آمیخته و نحوه گردآوری داده‌ها به‌صورت مصاحبه‌های عمیق و نیمه ساختار یافته و در بخش کمی به‌صورت توصیفی – پیمایشی است. جامعه آماری در بخش کیفی و کمی تحقیق مجموعاً 25 نفر شامل کارآفرینان، صاحبان کسب‌وکارهای ورزشی، مدیران آکادمی‌های ورزشی، روسای فدراسیون‌های ورزشی و مدیران آکادمی ملی المپیک می‌باشد که با استفاده از راهبرد نمونه‌گیری هدفمند و گلوله برفی د انتخاب شدند. تجزیه و تحلیل داده‌ها با استفاده از روش تحلیل محتوای کیفی و کدگذاری باز، محوری و انتخابی بوسیله نرم‌افزار Maxqda ویرایش 18 صورت گرفت که 9 مؤلفه اصلی و 45 مقوله محوری کشف و احصاء گردید. سپس در بخش کمی با استفاده از روش AHP به اولویت‌بندی مؤلفه‌های اصلی و مقوله‌های پیشنهاد شده بخش قبلی پرداخته شد. با استفاده از مقایسه زوجی و رتبه‌بندی به شیوه سلسله مراتبی، بعد ارزش پیشنهادی و بخش مشتریان از با اهمیت‌ترین و ابعاد شرکای کلیدی و ساختار هزینه به‌عنوان کم اهمیت‌ترین ابعاد شناخته شد. ارائه خدمات به مشتری و نیز توجه مستمر به شناسایی فرصت‌های آینده می‌تواند منجر به توسعه و رونق کسب و کارهای خدمات ورزشی شود. این توسعه علاوه بر توسعه اقتصادی و مالی در جامعه می‌تواند با علاقه‌مند کردن بخش بیشتری از افراد به ورزش و تندرستی در کشور را بهبود قابل ملاحظه‌ای بخشد.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Identifying and Prioritizing Business Model Indicators in the National Academy of Gymnastics

نویسندگان [English]

  • vahid izadfar 1
  • farideh sharififar 2
  • Reza Mohammadkazemi 3

1 Ph.D. Student of Sports Management, South Tehran Branch, Islamic Azad University, Tehran, Iran

2 Assistant Professor of Sports Management, Department of Physical Education, South Tehran Branch, Islamic Azad University, Tehran, Iran

3 Associate Professor of Faculty of Entrepreneurship, University of Tehran, Tehran, Iran

چکیده [English]

The purpose of this study is to identify and prioritize business indicators in the National Gymnastics Academy. The present research is based on paradigm which is a kind of pragmatism research and in terms of purpose, it is an applied research. The research approach is mixed and the method of data collection in the qualitative part is in the form of in-depth and semi-structured interviews and in the quantitative part is in the form of descriptive-survey. The statistical population in the qualitative and quantitative part of the research includes entrepreneurs, sports business owners, managers of sports academies, presidents of sports federations and managers of the National Olympic Academy that 15 people were selected using the targeted sampling strategy and snowballs in the qualitative stage and also a total of 25 people were selected as the sample size in the same way in the quantitative stage. Data analysis was done using qualitative content analysis and open, axial and selective coding methods by using the 18th version of Maxqda software. The reliability coefficient of re-reading in the qualitative part of the research was calculated to be 0.90. Then it was counted in the quantitative section, the main components and categories proposed in the previous section were prioritized by using the AHP method manually. The result of qualitative research showed 9 categories. Then with a total of 349 which included 212 open codes in the field of identifying business dimensions in sports academies. Using pairwise comparison and hierarchical ranking, the value proposition dimension and customer segment were identified as the most important, while the dimensions of key partners and cost structure as the least important dimensions. Providing customer service as well as constant attention to identifying future opportunities can lead to the development and prosperity of sports service businesses. In addition to economic and financial development in the community, this development can make more people interested in sports and health, and significantly improve the business situation in sports academies.

کلیدواژه‌ها [English]

  • Business
  • Distribution Channel
  • Paradigm Model
  • Pairwise Comparison Sports Academy
  • Value Proposition
  1. Adrodegari, F., Saccani, N., & Kowalkowski, C. (2016). A framework for PSS business models: formalization and application. Procedia CIRP, 47, 519-524.
  2. Afuah, A., & Tucci, C. L. (2003). Internet business models and strategies: Text and cases (Vol. 2). New York: McGraw-Hill.
  3. Alt, R., Zimmermann, H. D. (2001). Preface: Introduction to Special Section - Business Models. Electronic Markets. 11(1), 1-14.
  4. Ayazi, M., Toraji, F., Esmaili, M. R., & Zarei, A. (2015). Development and validity of the test of entrepreneurial behavior scale in sport’s SMEs in Tehran. International Journal of Biology, Pharmacy and Allied Sciences, 4(11), 899-911.
  5. Baldassarre, B., Calabretta, G., Bocken, N. M. P., & Jaskiewicz, T. (2017). Bridging sustainable business model innovation and user-driven innovation: A process for sustainable value proposition design. Journal of Cleaner Production, 147, 175-186.
  6. Baumann, J., Le Meunier-FitzHugh, K., & Wilson, H. N. (2017). The challenge of communicating reciprocal value promises: Buyer-seller value proposition disparity in professional services. Industrial Marketing Management, 64, 107-121.
  7. Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and Corporate Change, 11(3), 529-555.
  8. Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2-3), 354-363.
  9. Coles, T., Warren, N., Borden, D. S., & Dinan, C. (2017). Business models among SMTEs: Identifying attitudes to environmental costs and their implications for sustainable tourism. Journal of Sustainable Tourism, 25(4), 471-488.
  10. Currie, W. (Ed.). (2004). Value creation from e-business models. Elsevier Butterworth-Heinemann
    Linacre House, Jordan Hill, Oxford OX2 8DP30 Corporate Drive, Burlington, MA 01803: Elsevier.
    1-444.
  11. Guba, E. G., & Lincoln, Y. S. (1994). Competing paradigms in qualitative research. In K. Denzin, & Y.S. Lincoln (Eds.), Handbook of qualitative research (pp. 163-194). London: Sage.  
  12. Hamel, G. (2000). Leading the revolution. Boston: Harvard Business School Press.
  13. Jiao, N., & Evans, S. (2016). Business models for sustainability: The case of second-life electric vehicle batteries. Procedia Cirp, 40, 250-255.
  14. Johnson, M. (2010). Seizing the white space. Business model innovation for growth and renewal. Boston: Harvard Business Press.
  15. Johnson, M. W., & Lafley, A. G. (2010). Seizing the white space: Business model innovation for growth and renewal. Boston: Harvard Business Press.
  16. Klang, D., Wallnöfer, M., & Hacklin, F. (2014). The business model paradox: A systematic review and exploration of antecedents. International Journal of Management Reviews, 16(4), 454-478.
  17. Lambert, S. (2008). A conceptual framework for business model research. 21st Bled Conference Collaboration on Overcoming Boundaries through Multi-Channel Interaction (pp. 227-289). Bled: Slovenia.
  18. Mahadevan, B. (2000). Business models for internet-based ecommerce: An Anatomy. California Management Review, 42(4), 55-69.
  19. Manteghi, M., & Saeidi, F. (2013). Business models, fundamentals, evaluation, innovation. Technology Growth, Specialized Journal of Parks and Growth Centers, 9(35), 39-51. (in Persian).
  20. Margret, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86-92.
  21. Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24(5), 15-21.
  22. Mohammadian, A., Manian, A., & Khodadad Barami, M. (2015). Designing the business model of Iran's virtual incubator center. Technology Development Quarterly, 12(47), 1-11. (in Persian).
  23. MohammadKazemi, R. (2020). Mobile marketing influence on football fan behaviour: the case of FC Persepolis. International Journal of Sport Management and Marketing, 20(5/6), 405-427.
  24. MohammadKazemi, R., Yadollahi Farsi, J., Zivyar, F., & Panahi, F. (2013). Designing a business model for educational institutes (Chess Schools). European Journal of Scientific Research, 103(4), 559-569.
  25. Morris, T., & Rogers, H. (2004). Sport and chance of life. Paper presented at the International Sport Science Congress. Seoul, Korea: The Kansas Association for Health, Physical Education, Recreation, and Dance, 242250.
  26. Orellano, M., Neubert, G., Gzara, L., & Le Dain, M. A. (2017). Business model configuration for PSS: An explorative study. Procedia CIRP, 64(1), 97-102.
  27. Osterwalder, A., & Pigneur, Y. (2004). An ontology for e-business models. In W. Currie (Ed.), Value creation from e-business models (pp. 65-97). Amsterdam: Elsevier.
  28. Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16(1), 1-28.
  29. Panahi Sheikh Shabani, F. (2012). Designing a business model for chess education institutes (chess school) (Unpublished master's thesis). University of Tehran, Tehran, Iran. (in Persian).
  30. Perić, M., Đurkin, J., & Vitezić, V. (2017). The constructs of a business model redefined: A half-century journey. SAGE Open, 7(3), 1-13.
  31. Perić, M., Vitezić, V., & Badurina, J. Đ. (2019). Business models for active outdoor sport event tourism experiences. Tourism Management Perspectives, 32, 100561.
  32. Pits, B. G., & Stolar, D. K. (2007). Fundamentals of sport marketing. Fitness Information Technology. Fundamentals of Sport Marketing 3rd Ed. (Sport Management Library). 1-417.
  33. Rappa, M. (2000). Business models on the web. North Carolina State University (ecommerce. ncsu. edu). Updated: Sunday, 05-Mar-2006.
  34. Sarmad, Z., Bazargan, A., & Hejazi, E. (2019). Research methods in behavioral sciences. Tehran: Agah Publication. (in Persian).
  35. Sawhney, R., & Piper, Ch. (2002). Value creation through enriched marketing-operations interface. Journal of Operations Management, 20(3), 259-272.
  36. Soltani, M., Kargar, G. A., Keshkar, S., & Ghafouri, F. (2018). Explanatory model of the effects of organizational resources and competitive advantage on the profitability in Iranian Professional Football Clubs. 7(4), 42-54.
  37. Stemler, S. (2001). An overview of content analysis. Practical Assessment, Research & Evaluation, 7(17), 137-146.
  38. Story, D. J. (1994). Understanding the small business sector. London: International Thomson Business Press.
  39. Tadesse, T. (2019). Curriculum Development and review in sports academy setting: Proposing Models and methodologies. International Journal of Physical Education, Fitness and Sports, 8, 7-18.
  40. Tease D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43, 172-194.
  41. Toytari, P., Rajala, R., Ollandt, N., & Keranen, N. (2017). A value proposition development framework for industrial service. In Proceedings of the Annual Hawaii International Conference on System Sciences (Vol. 2017-January, pp. 1613–1622). IEEE Computer Society. https://doi.org/10.24251/hicss.2017.195
  42. Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business models: Origin, development and future research perspectives. Long Range Planning, 49, 36–54.
  43. Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37, 19-42.