نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری، گروه مدیریت ورزشی، دانشکده علوم ورزشی، واحد اصفهان (خوراسگان) ، دانشگاه آزاد اسلامی، اصفهان،ایران.
2 دانشیار مدیریت ورزشی، دانشکده علوم ورزشی، واحد اصفهان(خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران.
3 دانشیار گروه رفتار حرکتی، دانشکده علوم ورزشی، واحد اصفهان (خوراسگان) ، دانشگاه آزاد اسلامی، اصفهان، ایران.
4 استادیار گروه مدیریت ورزشی، دانشکده مدیریت، واحد قزوین، دانشگاه آزاداسلامی، قزوین، ایران.
کلیدواژه‌ها
موضوعات
عنوان مقاله English
نویسندگان English
Background and Purpose
Planners at the macro level recognize the importance of women's roles in advancing societal goals. However, the prevailing cultural conditions in society continue to reflect interests that hinder the full recognition and valuing of women. One key indicator used to measure gender development and women's empowerment is the level of women's participation in major national decisions and their presence in managerial positions. Women play a crucial role in enhancing productivity and the social and economic development of countries. However, in the labor market, women remain underrepresented in high-level organizational management positions (Esdaleh Mehrara et al., 2017, p. 12). The development of Iranian women's championship sports requires improvement in the social conditions and basic infrastructure. In all sports, succession at the championship and professional levels is a key tool for addressing the future needs of sports teams and clubs regarding the necessary players (Mireshkaran et al., 2018, p. 189). Therefore, the aim of this research is to analyze the process of managerial succession in women's championship sports.
Materials and Methods
This research aims to explore the process of managerial succession in women's championship sports and contribute to the development of theory in this field. The objective is to utilize the experiences, perspectives, and opinions of individuals directly involved in decision-making related to the development strategy of managerial succession in women's sports. As such, the paradigm of this research is grounded in constructionist theory. Charms' approach (2014) places greater emphasis on individuals' views, values, beliefs, feelings, assumptions, and ideologies. Consequently, it advocates for the use of a multi-stage research program. In this study, a combination-exploratory research method has been employed. First, the qualitative method is used to gather rich and extensive information on the perceptions and experiences of experts. Then, to test the hypotheses derived from the qualitative phase, the interpretive structural modeling (ISM) method is applied. In the qualitative part of the study, the case study research method was employed based on grounded theory and Charms' approach. Subsequently, the Interpretive Structural Modeling (ISM) method was applied. The participants in this phase were sports managers and professors in sports management, with their demographic information presented in Table No. 1. Using purposive sampling and the technique of theoretical saturation, 15 key informants were selected to identify the framework for the managerial succession model in women's championship sports. Interviews were conducted with these participants. Initially, in-depth interviews were conducted with 10 participants, at which point the interviews became repetitive. After presenting the results to relevant experts and consulting with them to confirm the validity of the research, it was decided to continue the interviews with additional individuals from the research community. Interviews were conducted with 5 more knowledgeable participants. Theoretical saturation was achieved after interviewing a total of 15 people. After confirming the findings with subject matter experts, the researcher concluded that no further interviews were necessary. In the modeling phase, an ISM-specific questionnaire, derived from the interviews, was used to determine the classification of key factors affecting the succession of female managers. To ensure the validity and reliability of the qualitative part of the study, the Lincoln and Guba evaluation method was employed. Four criteria—credibility, transferability, dependability, and confirmability—were used for evaluation.
Findings
The data analysis revealed that two structural factors and interactionism play a role in explaining the institutionalization of women's sports management. The identified factors were categorized into eight key areas: legal factors (Factor 1), planning (Factor 2), organizational dynamics and maturity (Factor 3), talent management of human resources (Factor 4), meritocracy (Factor 5), familiarization (Factor 6), database (Factor 7), and management (Factor 8). The data analysis also showed that interactionism factors were categorized into eight key areas: personal development (Factor 1), compensation for gender inequalities (Factor 2), support (Factor 3), development of motivation (Factor 4), cultural factors (Factor 5), gender justice (Factor 6), positive portrayal (Factor 7), and credibility (Factor 8).
Conclusion
In general, it should be acknowledged that the succession process of women's sports management is influenced by structural determinants and interactionism, with these factors interacting with each other. Together, they contribute to the institutionalization of succession in women's sports management. The most influential levels of structural factors include one-level factors that influence each other, familiarization and individual development, compensation for gender inequality, and positive portrayal. To determine the effect of interactive and structural factors on the succession process of women's sports management in Iran, it is suggested to focus on the succession planning for women as compared to men in order to institutionalize succession in women's sports management. A budget should be allocated to ensure equal consideration and opportunities, and efforts should be made to eliminate the environment of misogyny within sports organizations. Regulations that facilitate or perpetuate discrimination should be reviewed and removed when necessary. With the existing capacities in federations, identifying and training women can play a crucial role in achieving the goals of succession planning. Attention to work experience in the field of national management and familiarity with the principles and scientific foundations of managerial positions will contribute to the growth of women in leadership roles within the country. In the selection and appointment of male and female managers, attention should be paid to discipline, and equal conditions and opportunities should be provided for holding positions. It is essential to include courses that help sports managers gain experience in international arenas, focus on cultural management in women’s sports, support and ensure the security of female athletes, and promote sustainable development in women’s sports. Additionally, planning for professional sports succession training and designing a talent fund with access to a comprehensive database should be part of the agenda. To institutionalize succession in the management of women's sports, it is recommended to establish a Women's Affairs Department within the structure of sports organizations and eliminate unnecessary administrative bureaucracies that hinder the succession process. Collective wisdom should be promoted, and employees should be trained to prioritize collective interests over individual ones. A clear vision for the succession of women's sports management should be developed, focusing on rejuvenation, clarity, and avoiding subjective decision-making. Strengthening the culture of meritocracy should be encouraged through the formation of consensus in appointing managers and supporting federations in fostering women's leadership. The new model presented in this article can be applied to all sports organizations aiming to advance women's sports management.
کلیدواژه‌ها English
