نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشجوی دکترا مدیریت ورزشی، واحد کرمانشاه، دانشگاه آزاد اسلامی، کرمانشاه، ایران

2 تربیت بدنی، دانشگاه آزاد واحد کرمانشاه

3 استادیار مدیریت ورزشی، پژوهشگاه تربیت بدنی وعلوم ورزشی، تهران، ایران

چکیده

پژوهش حاضر با هدف طراحی مدل همسویی راهبردی در فدراسیون‌های ورزشی ایران، اجرا گردید. جامعه آماری بخش کیفی شامل اساتید برجسته حوزه ورزش با سابقه حضور در فدراسیون‌های ورزشی و همچنین برخی از مدیران فدراسیون‌های ورزشی منتخب و جامعه آماری در بخش کمی ﺷﺎﻣﻞ مدیران و کارکنان فدراسیون‌های ورزشی می‌باشد. نمونه آماری بخش کیفی 15 نفر (به صورت هدفمند) و در بخش کمی 176 نفر (به صورت تصادفی در دسترس) مشخص گردید. ابزار گردآوری اطلاعات در پژوهش حاضر مصاحبه نیمه ساختاریافته و پرسشنامه محقق‌ساخته بود. به‌منظور تجزیه‌وتحلیل داده‌های پژوهش حاضر از رویکرد تئوری زمینه‌ای در بخش کیفی و از روش معادلات ساختاری در بخش کمی با استفاده از نرم‌افزار SmartPLS استفاده گردید. در بخش کیفی پژوهش 9 مقوله و 43 کد مفهومی استخراج شد و در دل ابعاد ۶ گانه مدل پارادایمی جای گرفتند. در بخش کمی نیز مشخص گردید که هر 6 مؤلفه‌ی اصلی پژوهش از برازش مناسبی برخوردار است، بنابراین مدل پژوهش از برازش کافی برخوردار می‌باشد. همچنین روابط موجود در مدل پژوهش تأیید شدند (مقدار تی بیشتر از 96/1). به دلیل اینکه همسویی راهبردی در فدراسیون‌ها ورزشی اثرات مثبت فراوانی در تمامی زاویه ها برای توسعه ورزش کشور دارد، توصیه می‌شود که تدابیر لازم با توجه به مدل ارائه شده برای افزایش همسویی راهبردی در فدراسیون‌های ورزشی اتخاذ گردد.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Designing a paradigm model of strategic alignment in Iran's sport federations

نویسندگان [English]

  • mahdi alikhah 1
  • Shahab Bahrami 2
  • nazanin rasekh 3

1 PhD Student of Sports Management, Kermanshah Branch, Islamic Azad University, Kermanshah, Iran

2 Sport Management, Islamic Azad University of Kermanshah

3 Assistant Professor of Sports Management, Sport Sciences Research Institude of Iran, Tehran, Iran

چکیده [English]

The present study was designed and implemented with the aim of designing a paradigm model of strategic alignment in Iran's sport federations. In the qualitative section, the statistical population includes prominent sports professors with a history of working in sports federations and some managers of selected sports federations, and in the quantitative section, it included the managers and employees of sports federations. In the qualitative section, 15 participants were selected through purposive sampling, and in the quantitative section, 176 participants were selected through random convenience sampling. In this study, the data collection tools were the semi-structured interviews and the researcher-made questionnaires. The present study applied the grounded theory approach in the qualitative section and the structural equation method in the quantitative section to analyze the data using SmartPLS software. The qualitative section found that the items were grouped in 9 categories and 43 concept codes within six dimensions of the paradigm model. The quantitative section found that all six primary components of the study had an appropriate fit; therefore, in total, the study model had a good fit. Also, the relations in the research model were confirmed (t value greater than 1.96). Since strategic alignment in sports federations can significantly influence all aspects of sports development in the country, it is recommended that the necessary measures be taken based on the proposed model to increase strategic alignment in sports federations.

کلیدواژه‌ها [English]

  • Sports Development
  • Sports federations
  • Ministry of Sports and Youth
  • Strategic alignment
  1. Ahmadi, M., Qaisari Hasan Abadi, M. (2020). A review of using object-orientation properties of C++ for designing expert system in strategic planning. Computer Science Review, 37, 1-10.
  2. Almajali, D. A., & Dahalin, Z. M. (2011). Factors influencing IT-business strategic alignment and sustainable competitive advantage: A structural equation modelling approach. Communications of the IBIMA, 2011, 261315.
  3. Chenhall, R. H. (2005). Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes. Accounting, Organization and Society, 30, 395–422.
  4. Constitution of the Ministry of Sport and Youth. (2018). Law on objectives, duties and powers of the ministry of sports and youth, pp. 1-12.
  5. Farajpoor, G., & Nooroalnesa, R. (2011). An integrated framework for formulate and implement strategies at the Islamic Republic of Iran Postal Company. IJIEPM, 22(1), 77-90. (in Persian).
  6. Ghonim, M. A., Khashaba, N. M., Al-Najaar, H. M., & Khashan, M. A. (2020). Strategic alignment and its impact on decision effectiveness: a comprehensive model. International Journal of Emerging Markets, 17(1), 198-208.
  7. Henderson, J. C., & Venkatraman, H. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 472-484.
  8. Hicks, K. (2016). Construct validation of strategic alignment in learning and talent development. Performance Improvement Quarterly, 28(4), 71-89.
  9. Jackson, D. L. (2003). Revisiting sample size and number of parameter estimates: Some support for the N: q hypothesis. Structural Equation Modeling, 10, 128–141.
  10. Jami Pour, M., Matin, H. Z., Yazdani, H. R., & Kouchak Zadeh, Z. (2019). A comprehensive investigation of the critical factors influencing knowledge management strategic alignment. Knowledge Management & E-Learning, 11(2), 215–232.
  11. Kim, J., Kim, H., & Kwon, H. (2020). The impact of employees’ perceptions of strategic alignment on sustainability: An empirical investigation of korean firms. Sustainability, 12(10), 1-23.
  12. Kolahdoozi, M., Radfar, R., & Afshar Kazemi, M.A. (2020). Providing an intelligent model for strategic planning in e-business (Case study: Companies active in the field of information and communication technology). Journal of Industrial Management Faculty of Humanities, 53, 14-25. (in Persian)
  13. McAdam, R., Miller, K., & McSorley, C. (2019). Towards a contingency theory perspective of quality management in enabling strategic alignment. International Journal of Production Economics, 207, 195-209.
  14. Nadler, D., & Tushman, M. (1997). A diagnostic model for organizational behavior. New York: McGraw-Hill. 
  15. Rahimnia, F., Polychronakis, Y., & Sharp, J. M. (2009). A conceptual framework of impeders to strategy implementation from an exploratory case study in an Iranian University. Education Business and Society, 2(4), 246-261.
  16. Singha, N., & Hu, C. (2008). Understanding strategic alignment for destination marketing and the 2004 Athens Olympic Games: Implications from extracted tacit knowledge. Tourism Management, 29, 929–939.
  17. Shamekh, F. R. (2008). Business-IT strategic alignment concept in theory and practice (Master's thesis), IT University of Göteborg, Göteborg, Sweden.
  18. Shao, Z. (2019). Interaction effect of strategic leadership behaviors and organizational culture on IS-Business strategic alignment and Enterprise Systems assimilation. International Journal of Information Management, 44, 96-108.
  19. Tallon, P.P. (2003). The alignment paradox. New York: CIO Insight.