Developing a Qualitative Model of Table Tennis Talent Management in the Islamic Republic of Iran

Background and Purpose
In less developed countries like Iran, many children and teenagers are unaware of their talents. For instance, the emergence of a talent like Noshad Alamiyan in Iranian table tennis, who achieved third place at the 2018 Asian Games in Jakarta and earned international recognition, highlights the country’s potential for success on the global stage. Therefore, effective talent management is crucial for the future of Iranian table tennis. Considering three key research gaps—namely, the insularity of talent management research in sports in general and table tennis in particular, as well as Manke and Aguirre’s (2014) proposal to use semi-structured interviews with sports elites in talent management—the researchers of this study decided to conduct the present research. Additionally, due to the limited studies on the preservation and retention of talent in sports, especially in table tennis, this research aims to address those gaps. Based on the above, the Table Tennis Federation of the Islamic Republic of Iran should develop a written talent search program, which can be integrated into the broader framework of the country’s table tennis talent management. To achieve this goal, this research aims to answer the question: What is the talent management model for table tennis in Iran?
 
Materials and Methods
The current research employs a mixed-method approach, developmental in terms of its results and exploratory in purpose, based on the type of data collected. In the qualitative section, the statistical population includes participants from three key areas: academic (researchers with expertise in sports talent management), executive (individuals with high-level executive experience in the Table Tennis Federation of the Islamic Republic of Iran), and athletic (former and current players). Members of the men’s and women’s national table tennis teams of the Islamic Republic of Iran, as well as international judges (both men and women) from the country, were selected for the study. In the qualitative section, sampling was conducted using a non-probability method, specifically through purposeful and snowball sampling. A total of 12 individuals were interviewed during the spring and summer of 2019. In the quantitative part, the statistical population consisted of players, coaches, and supervisors from the Iranian women’s and men’s senior table tennis league teams in 2019. There were six teams in the women’s senior league and eight teams in the men’s senior league. Due to the small sample size, a total population sampling method was used at this stage. After coordinating with the coaches of various teams, the phone numbers of players, supervisors, and the coaches themselves were obtained. A total of 118 questionnaires were distributed to all players, coaches, and supervisors via the WhatsApp messaging platform. After discarding 10 incomplete or distorted questionnaires, 108 were analyzed as the final sample.
 
Findings
In the first round of Delphi method, 10 out of the 12 initial interviewees responded to the questionnaires. Of the 94 items in the initial questionnaire, 63 items with an agreement rate above 70% and variations of less than 15% were accepted and carried forward to the second round of Delphi
In the second round of Delphi method, all 10 participants from the first round responded. Of the 63 items in the second round, no items were removed or suggested for modification. Thus, consensus was reached in the second round.
Next, the 63-item questionnaire was analyzed. Factor loadings related to the measurement instrument, along with cross-loadings and t-values, are presented in Table 5. Factor loadings of 0.4 or higher for each item indicate a good structure. As a result, a revised 34-item questionnaire was examined. According to the results shown in Figures 1 and 2, talent discovery (β = 0.23, t = 6.65), talent identification (β = 0.36, t = 11.68), talent selection (β = 0.33, t = 9.96), talent development (β = 0.25, t = 6.50), and talent retention (β = 0.29, t = 7.93) all have a significant effect on the management of table tennis talent in Iran at the 0.01 significance level. Based on the coefficient of determination (R²), talent discovery (0.05), talent identification (0.12), talent selection (0.10), talent development (0.06), and talent retention (0.08) collectively explain the management of table tennis talent in the Islamic Republic of Iran.
 
Conclusion
This present study aimed to develop a talent management model for the Table Tennis Federation of the Islamic Republic of Iran. The findings identified five key factors: talent discovery, talent identification, talent selection, talent development, and talent retention. In other words, these five factors are the core elements of the table tennis talent management model in the Islamic Republic of Iran. This finding aligns with Manke and Aguirre's (2014) research regarding the number of talent management components in sports, but differs significantly in terms of the content of the findings.
In conclusion, Iranian table tennis talent management is a multifaceted approach that encompasses talent discovery, talent identification, talent selection, talent development, and talent retention, all of which are represented in the proposed model. Therefore, to better manage table tennis talents in the country, it is essential for all stakeholders mentioned in the model—ranging from the government and the Table Tennis Federation to talent coaches—to effectively fulfill their roles. This collaboration will create synergy, paving the way for a brighter future for table tennis in the country