تدوین راهبرد ارتقا و توسعه نظام شایسته‌سالاری مدیران در سازمان‌های ورزشی

Extended Abstract
Background and Purpose
Meritocracy stands as a pivotal concern within human resource management in sports organizations, deeply influencing the selection of employees and managers across various organizational tiers. Ideally, personnel appointments should be grounded in objective attributes—such as talent, capability, expertise, intelligence, experience, skill, and dedication. From the perspective of management science, meritocracy represents a process whereby human capital is promoted and developed based on intrinsic ability and effort. Empirical evidence consistently demonstrates a strong correlation between the competence of managers and organizational success. Organizations led by proficient managers tend to experience higher efficacy in achieving their objectives. Consequently, critically reviewing and formulating strategies to enhance the meritocracy system in sports organizations enables the attraction, development, and retention of expert human resources and managerial talent within this sector.
 
Methods
This study adopts an applied research framework utilizing a qualitative exploratory methodology with thematic analysis. The research population comprised senior managers employed by sports organizations alongside academic faculty specialized in sports management across national universities. Purposeful non-probability sampling guided participant selection, ultimately recruiting 21 senior sports organization managers and sports management professors. Data were gathered via semi-structured expert interviews, conducted until theoretical saturation was reached.
Thematic analysis followed Braun and Clarke’s (2006) approach, comprising three analytical stages: analysis and description of interview content—including transcription, initial coding, and theme identification; interpretation and thematic network development; integration and final report compilation. Data management and analysis were facilitated by Maxqda software (version 20). To ensure rigor and credibility, Lincoln and Guba’s (1985) validation criteria for qualitative research—validity, generalizability, and reliability—were applied. Interview reliability was quantified using the within-subject agreement method.
 
Results
Following in-depth examination of theoretical constructs and comprehensive review of participant interviews, qualitative data were analyzed through thematic analysis. The coding process yielded 88 open codes, which were aggregated into 13 sub-themes and further distilled into six primary themes:

Organizational Strategies: Includes management policies, organizational structure, organizational culture, and human resource management.
Political Strategies: Encompasses apolitical appointment practices and political stability.
Process Strategies: Focuses on the refinement and correction of organizational processes.
Economic Strategies: Covers financial incentives and improvements to the economic climate.
Legal Strategies: Addresses legislation and the enforcement of rule of law.
Cultural-Social Strategies: Incorporates cultural norms and societal approaches.

 
Conclusion
The present research underscores the critical influence of organizational strategies on establishing meritocracy within sports organizations. Managerial belief in and support of meritocratic principles appears paramount; without such endorsement at senior levels, related initiatives are unlikely to succeed. Organizational structure reform, including the formulation of comprehensive policies, guidelines, and strategic frameworks, is imperative to realizing the meritocracy system’s aims. A robust organizational culture that prioritizes competence-based management further supports this goal.
Cultivated human resources constitute the cornerstone of sustainable competitive advantage, achieved through scientifically and logically guided human resource management that aligns personnel capabilities with organizational objectives. Politically, reducing factional influence and patronage in managerial appointments is essential to ensure that competent individuals lead sports organizations.
The study also highlights process improvements as foundational, necessitating macro-level governmental and executive actions to bolster meritocracy. Economic instability and inequality can deter high-quality candidates; thus, adequate remuneration and financial benefits should be ensured. Legally, coherent and targeted legislation is required to institutionalize meritocratic practices formally.
Finally, cultural and social dimensions significantly impact meritocracy’s progression. A societal culture that values meritocratic ideals must be fostered and institutionalized at multiple levels within the sports domain.
Keywords: Strategy, Promotion and Development, Meritocracy System, Senior Managers, Sports Organizations
 
 
 
Article Message
the research findings advocate for a holistic and integrated approach to enhancing meritocracy in sports organizations. Implementing coordinated strategies across organizational, political, economic, legal, and cultural dimensions can significantly improve fairness, efficiency, and motivation. Such improvements not only facilitate talent development but also foster sustainable progress in sports management.
Ethical Considerations
this study adhered to scientific integrity and ethical research principles, including transparent data collection and reporting. Participant confidentiality and anonymity were rigorously maintained, and informed consent was obtained from all contributors. Further ethical standards are outlined at https://ethics.research.ac.ir.
Authors’ Contributions
Conceptualization: Saeid Yarmohammadi Monfared 60 %, Abbas Naghizadeh Baghi 40 %
Data Collection: Saeid Yarmohammadi Monfared 100 %
Data Analysis: Saeid Yarmohammadi Monfared 30 %, Abbas Naghizadeh Baghi 70 %
Manuscript Writing: Saeid Yarmohammadi Monfared 100 %
Review and Editing: Saeid Yarmohammadi Monfared 30 %, Abbas Naghizadeh Baghi 50 %, Mehrdad Moharramzadeh 20 %
Responsible for funding: Saeid Yarmohammadi Monfared 100 % 
Literature Review: Saeid Yarmohammadi Monfared 40 %, Abbas Naghizadeh Baghi 40 %, Mehrdad Moharramzadeh 10 %, Nasrin Azizian Kohan10 %
Project Manager: Abbas Naghizadeh Baghi 100 %
Conflict of Interest
the authors declare no financial, personal, or professional conflicts of interest related to this research.
 
Acknowledgments
The authors gratefully acknowledge the cooperation of all participants and the invaluable scientific mentorship of the esteemed faculty, whose insights greatly enhanced the quality of this study.