Sport Management Studies

Designing a Model for Strategist Breeding in General Offices of Sports and Youth in the Provinces of the Country: Grounded Theory

Document Type : Research Paper

Authors

1 Ph.D. Student in Sport Management, Faculty of Sport Sciences, University of Isfahan, Isfahan, Iran

2 Associate Professor in Sport Management, Faculty of Sport Sciences, University of Isfahan, Isfahan, Iran

3 Associate Professor in Sport Management, Faculty of Sport Sciences, University of Birjand, Birjand, Iran

Abstract
The present study aims to strategist breeding in the field of sports, has presented a model with a qualitative research method and exploratory nature. For this purpose, the grounded theory with a constructivist approach was used to determine the model of strategist breeding in the General Offices of Sports and Youth in the provinces of the country. The statistical society of the study was elites and specialists related to sports.12 people who were selected through targeted sampling, participated in the study. Qualitative data from field studies obtained through interviews were coded. The process consisted of four steps: initial, centralized, axial, and theoretical coding. In the process, 517 primary codes, 15 centralized codes, four subcategories and one main category (strategist training) were identified, respectively. The analysis of the findings showed that in order to training strategic forces in sports organizations, it is necessary to screen people based on strategic competencies (individual, educational, interpersonal and communication, professional and managerial) as well as ways to develop their competencies and organizational requirements. By training strategists in the field of sports, we can expect the successful implementation of program-oriented and mission-oriented management in light of global developments in sports and the relatively sustainable development of sports programs, growth and creation of dynamic and productive organizations in the Offices of Sports and Youth.

Keywords

  1. Abashe, A. (2016). Influence of strategic leadership in strategy implementation in commercial banks: A case study of Kenya Commercial Bank (Doctoral dissertation). United States International University-Africa.
  2. Alvani, M. (2005). General management. Tehran: Ney Publication. (in Persian).
  3. Amirnejad, S. (1983). Evaluate the obstacles to the implementation of Iran comprehensive sports plan from viewpoint of managers, professors and sports experts (unpublished master's thesis). Shomal University, Amol, Iran. (in Persian).
  4. Amayreh, K. (2020). The role of strategic leadership in increasing ethical practices among pharmaceutical organizations in Jordan. Management Science Letters, 10(10), 2371-2378.‏
  5. Angwin, D., Paroutis, S., & Mitson, S. (2009). Connecting up strategy: Are senior strategy directors a missing link? California Management Review, 51(3), 74-94.‏
  6. Azbari, M. E., Akbari, M., & Chaijani, M. H. (2015). The effect of strategic leadership and empowerment on job satisfaction of the employees of University of Guilan. International Journal of Organizational Leadership, 4(4), 453-464.
  7. Beatty, K., & Quinn, L. (2010). Strategic command taking the long view for organizational success. Leadership in Action, 30(1), 3-7.
  8. Charmaz, K. (2018). Constructing grounded theory: A practical guide through qualitative analysis (M. Kazemimovahed, & H. R. Irani Trans). Tehran: Rasha Publication. (in Persian)
  9. Coughlan, E. K., Williams, A. M., McRobert, A. P., & Ford, P. R. (2014). How experts practice: A novel test of deliberate practice theory. Journal of Experimental Psychology: Learning, Memory, and Cognition, 40(2), 1-10.
  10. De Vries, M. F. K. (2007). Decoding the team conundrum: The eight roles executives play. Organizational Dynamics, 36(1), 28-44.
  11. Dori, B, Arabi, S. M., & Moghadam, A. (2012). Contingency model of senior managers breeding. Public Administration Perspective (PAP), 3(4), 35-63. (in Persian).
  12. Dortaj, F., Shariat, S., AbbasPour, A., Delavar, A., & Sadipour, E. (2017). Explaining and presenting the strategist training model in the National Iranian Oil Company based on grounded theory. Human Resource Management in Oil Industry, 9(33), 3-34. (in Persian).
  13. Dos Santos, M. (2016). 5 skills you need to be a strategist. Available at: https://www.bizcommunity.com/Article/196/82/139651.html (Accessed 21 January 2016).
  14. Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent development: Definition, scope and architecture. European Journal of Training and Development, 36(1), 5-24.
  15. Goldman, E. F., Scott, A. R., & Follman, J. M. (2015). Organizational practices to develop strategic thinking. Journal of Strategy and Management., 8(2), 75-155.
  16. Grant, R. M., & Baden-Fuller, C. (2018). How to develop strategic management competency: Reconsidering the learning goals and knowledge requirements of the core strategy course. Academy of Management Learning & Education, 17(3), 322-338.
  17. Grazzini, F. (2013). How do managers make sense of strategy? European Business Review, 25(6), 484-517.
  18. Hambrick, D. Z., Oswald, F. L., Altmann, E. M., Meinz, E. J., Gobet, F., & Campitelli, G. (2014). Deliberate practice: Is that all it takes to become an expert? Intelligence, 45, 34-45.
  19. Irtaimeh, H. J. (2018). Impact of strategic leadership competencies on enhancing core competencies in organizations: Applied study on AlManaseer Group for Industrial & trading. Modern Applied Science, 12(11), 169-180.‏
  20. Khanjari, T., Zardoshtian, S., & Eydi, H. (2018). Identify and develop a model of the factors affecting the strategic management Practices In The Office of Youth and Sports West of Iran. Applied Research in Sport Management, 7(2), 89-98. (in Persian).
  21. Khastar, H. (2009). A method for calculating coding reliability in qualitative research interviews. Methodology of Social Sciences and Humanities, 15(58), 161-174. (in Persian).
  22. Kitonga, D. M., Bichanga, W. O., & Muema, B. K. (2016). Strategic leadership and organizational performance in not-for-profit organizations in Nairobi County in Kenya. International Journal of Scientific & Technology Research, 5(5), 17-29.
  23. Lashkar Bloki, M. (2016). Implementation of strategy, step by step guide to implementing the strategy in action (4th). Tehran: Ariana Ghalam Publications. (in Persian).
  24. Lear, L. W. (2012). The relationship between strategic leadership and strategic alignment in high-performance companies in South Africa. Doctoral dissertation.‏ University of South Africa graduate school of business leadership.
  25. MacLean, D., & MacIntosh, R. (2015). Planning reconsidered: Paradox, poetry and people at the edge of strategy. European Management Journal, 33(2), 72-78.‏
  26. Meyer, R. (2007). Mapping the mind of the strategist: A quantitative methodology for measuring the strategic beliefs of executives. Rotterdam: Erasmus Research Institute of Management (ERIM) RSM Erasmus University.
  27. Misankova, M., & Kocisova, K. (2014). Strategic implementation as a part of strategic management. Procedia-Social and Behavioral Sciences, 110, 861-870.
  28. Montgomery, C. A. (2008). Putting leadership back into strategy. Harvard Business Review, 86(1), 54-60
  29. Norzailan, Z., Yusof, S. M., & Othman, R. (2016). Developing strategic leadership competencies. Journal of Advanced Management Science, 4(1), 66-71.
  30. Nthini, E. K. (2013). Effect of strategic leadership on the performance of commercial and financial state corporations in Kenya (Doctoral dissertation). University of Nairobi, Nairobi, Kenya.
  31. Nuntamanop, P., Kauranen, I., & Igel, B. (2013). A new model of strategic thinking competency. Journal of Strategy and Management., 6(3), 242-
  32. Obeidat, B., Tarhini, A., & Aqqad, N. (2017). The impact of intellectual capital on innovation via the mediating role of knowledge management: A structural equation modeling approach. International Journal of Knowledge Management Studies, 8(3/4), 273-298.
  33. Onibere, M., Ahmad, A., & Maynard, S. B. (2017). The chief information security officer and the five dimensions of a strategist. PACIS 2017 Proceedings.
    Available at: https://aisel.aisnet.org/pacis2017/77 (Accessed: 11 September 2017).
  34. Quaye, I., Osei, A., Sarbah, A., & Abrokwah, E. (2015). The applicability of the learning school model of strategy formulation (Strategy formulation as an emergent process). Open Journal of Business and Management, 3(2), 135-54.
  35. Rashid Lamir, A., Dehghan Ghahfarrokhi, A., & Rashid Lamir, A. (2014). The development of the strategic plan of sport and youth organization of Khorasan Razavi in sport and physical education section. Journal of Sport Management, 5(4), 179-198. (in Persian).
  36. Stigter, M., & Cooper, C. (2016). Solving the strategy delusion: Mobilizing people and realizing distinctive strategies. London: Springer.‏
  37. Svensson, G., & Wood, G. (2005). The serendipity of leadership effectiveness in management and business practices. Management Decision, 43(7/8), 1001-1009.
  38. ‏ Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of Management Review, 29(2), 222-240.‏
  39. Watkins, M. D. (2012). How managers become leaders: The seven seismic shifts of perspective and Harvard Business Review, 90(6), 64-72.‏
  40. Zarei, M. A., Afja, S. A., KHasheie, V., & Delshad Tehrani, M. (2017). Compilation of the components of strategic leadership characteristics and its match compliance with the properties of the senior managers at Farhangian University. Research in Educational Systems, 11(38), 137-170. (in Persian).
Sport Management Studies
Volume 13, Issue 70
January and February 2022
Pages 302-328

  • Receive Date 18 May 2021
  • Revise Date 17 August 2021
  • Accept Date 29 August 2021

Article View 31,447
PDF Download 1,246

Home

Publication Ethics

Submit Manuscript

News

Journal Metrics

Contact Us