Developing a Conceptual Model of Knowledge Management in International Sports Events

Background and Purpose
Sports events are complex, large-scale projects that involve multiple stages and require coordinated efforts from diverse teams to achieve success. These events generate valuable knowledge throughout their lifecycle, which can serve as a critical legacy for future events. Knowledge management—the systematic process of identifying, capturing, transferring, and utilizing knowledge—plays a vital role in improving the performance and quality of sports events. Effective knowledge management prevents the reinvention of systems and ideas and reduces the repetition of past errors, thereby enhancing efficiency and outcomes.
In Iran, numerous sports events are held annually at various levels by different sports organizations. During the phases before, during, and after these events, a wealth of knowledge is accumulated from hosting experiences. However, this knowledge often remains unmanaged, leading to its underutilization and, consequently, missed opportunities for improving subsequent events. The largely voluntary nature of the sports sector in Iran further accentuates the need for knowledge management to maximize limited resources and optimize event outcomes.
Despite the critical importance of knowledge management in sports events, there is currently no organized or systematic process for managing this intangible asset in Iran’s national or international sports events. A review of the existing literature reveals a significant research gap in the field of knowledge management specific to sports events within the country. Given this deficiency and the strategic importance of international sports events—those monitored by international organizations and capable of influencing Iran’s global sports standing—there is an urgent need to develop a conceptual framework that addresses knowledge management in this context.
This study aims to answer the central research question: What are the components of a quality knowledge management model for Iran’s international sports events based on the systematic grounded theory approach of Strauss and Corbin?
Materials and Methods
The research employed a qualitative design using the systematic grounded theory methodology developed by Strauss and Corbin. This approach was selected for its ability to generate theory grounded in empirical data, particularly suited for exploring complex social phenomena such as knowledge management in sports events.
Recognizing that variables such as event scale and host characteristics influence knowledge management strategies, the study focused on a specific international sports event to ensure validity and accuracy. The International Fajr Cup—a single-sport event hosted annually in Tehran by the National Badminton Federation—was chosen as the case study. This event’s consistent location and sport type provided a controlled environment for investigation.
The study population comprised two groups: sports managers involved in organizing the International Fajr Cup and academic faculty members specializing in sports management with research and practical experience in knowledge management and sports event management. Participants were selected purposively, and data collection continued until theoretical saturation was reached, culminating in fourteen in-depth interviews.
Data analysis followed the three-stage coding process characteristic of grounded theory: open coding to identify initial concepts, axial coding to explore relationships among categories, and selective coding to integrate categories into a coherent theoretical model.
Findings
During the open coding phase, 148 concepts were initially identified, which were refined to 117 after removing duplicates. Axial coding grouped these concepts into 33 categories, revealing relationships and hierarchies among them. Finally, selective coding synthesized these categories into 14 overarching components that constitute the conceptual model.
The model identifies several key dimensions:

Causal Conditions: These include managerial factors such as managers’ support and their personal characteristics, as well as human resources factors encompassing knowledge, awareness, motivation, and commitment. These conditions are foundational drivers that influence the success of knowledge management efforts.
Contextual Conditions: Technology and legal frameworks form the environmental backdrop for knowledge management. Technological factors include software and hardware infrastructure necessary for knowledge capture and dissemination. Legal frameworks encompass supportive policies and regulatory requirements that facilitate or constrain knowledge management practices.
Intervening Conditions: Cultural factors—such as a culture of individualism and a weak learning culture—and project characteristics, including the nature of the event and the human resources involved, act as moderators that affect how knowledge management is implemented.
Central Phenomenon: The core of the model is the management of tacit and explicit knowledge. Tacit knowledge management involves the handling of knowledge held by organizing managers, executive agents, and participants, often informal and experiential. Explicit knowledge management relates to managing formal documents, including management and non-management records.
Strategies: The model outlines three primary strategies for effective knowledge management: planning, human resource management, and monitoring and evaluation. Planning involves macro-level event knowledge management, defining actionable measures, allocating resources, and creating enabling environments. Human resource management focuses on training, motivation, cultural promotion, and job-related actions. Monitoring and evaluation encompass assessing both the implementation process and outcomes of knowledge management activities.
Consequences: The anticipated outcomes of successful knowledge management include improved quality of sports events (in terms of organization, services, and processes), enhanced human resources (development of managers and employees), and an improved international image and position of the country from the perspectives of participants and sports organizations.

 
Conclusion
This study represents the first comprehensive investigation into knowledge management in sports events within Iran, offering a qualitative model grounded in expert opinions and empirical data. The model provides a scientific framework that can serve as a foundation for implementation and future research.
The findings emphasize the pivotal role of managers in knowledge management success. Managerial factors emerged as key causal conditions, and the identified strategies largely fall within managerial responsibilities, underscoring the necessity of strong leadership and commitment to knowledge management practices in international sports events.
By adopting this model, sports organizations can systematically capture, transfer, and utilize knowledge gained from hosting international events, thereby enhancing event quality, human capital, and the country’s global sports reputation.
Future research should build upon this framework to develop quantitative measures, test the model in diverse sports contexts, and explore the integration of emerging technologies in knowledge management for sports events.