Document Type : Research Paper
Authors
1
Ph.D of sports management, Faculty of Physical Education and Sports Sciences, Kharazmi University
2
Professor of Sports Management, Faculty of Physical Education and Sports Sciences, Kharazmi University
3
Professor of Sports Management, Faculty of of Physical Education and Sports Sciences, University of Tehran
4
Asistant Professor
Abstract
Extended Abstract
Background and Purpose
Startups, from an economic perspective, serve as catalysts for creativity and progress by generating employment opportunities and attracting investors, which collectively foster dynamic local development. However, owing to the complex and nonlinear nature of innovation, startups—similar to other innovative organizations—cannot produce innovation in isolation and largely depend on external institutions to enhance their innovative capacity. The concept of an ecosystem, originally from biology, was embraced by business and social sciences in the 1980s and has since become a crucial framework for venture capital firms and startups alike. Most studies and models in this domain treat entrepreneurial and startup ecosystems as equivalent, overlooking the distinct needs and characteristics specific to startups. Therefore, this study aims to identify the factors, concepts, and categories that critically influence the sports startup ecosystem within the country.
Materials and Methods
This applied, qualitative research began with a review of theoretical foundations and documents, followed by semi-structured interviews. Data were analyzed using thematic analysis based on Castleberry and Nolen’s (2018) five-stage model. Purposeful, non-random snowball sampling identified participants selected for their expertise and experience in entrepreneurship and business startups. Participants included 16 key figures: founders of sports startups, representatives of science and technology parks, incubator managers, university professors, doctoral graduates in sports management, and elites with comprehensive knowledge of the sports entrepreneurship environment. Interviews continued until theoretical saturation was reached.
Coding proceeded in three stages: basic themes, organizing (or central) themes, and overarching themes. To ensure coding validity, several interview participants holding assistant or associate professor ranks reviewed the coding stages, with their feedback incorporated accordingly. Additionally, two sports management professors, serving as supervisor and consultant, reviewed and provided input on the findings and coding process.
Findings
The findings reveal that the principal components of a sports startup ecosystem comprise education and research, human capital, social capital, government policies, cultural values, infrastructure and supporting factors, economic factors, market dynamics, and technology.
At the core of any startup ecosystem, including sports startups, are entrepreneurs who embody both human and social capital. Key entrepreneurial capabilities include team-building with complementary skills and collaborative ability, forming the foundation of startup activities. Given the limited resources inherent in startups, they often leverage external resources by engaging in networks and social interactions, which grant access to vital financial and human capital.
The second tier encompasses critical supportive environment elements that foster startup activities: economic and financial capital factors such as investors and financial institutions, and market factors like active customers receptive to innovative products and services. These components play pivotal roles by providing the necessary funding during startup creation, launch, and growth stages, facilitating market acceptance of innovations, and enabling exploitation of market opportunities.
Education and research constitute another crucial aspect at this level; quality educational institutions contribute by imparting entrepreneurship and startup management skills alongside technical and technological training for specialized human resources—both vital to sports startup development.
Infrastructure and supportive components, including soft infrastructure and tangible facilities such as co-working spaces and supporting organizations offering legal and consultancy services, further underpin the ecosystem.
Entrepreneurial culture—reflecting societal beliefs and attitudes toward business creation and entrepreneurship—permeates and influences all factors and dimensions, thereby occupying the ecosystem’s third layer.
Technology plays a foundational role in most startups, especially in the sports industry, where products predominantly integrate software and technological elements. Consequently, technology influences both startups and the broader ecosystem.
Finally, government policies constitute an overarching factor. The support, attitudes, and capabilities of policymakers in fostering entrepreneurship-friendly conditions establish a conducive platform that spans and impacts all ecosystem facets.
Conclusion
This qualitative study identifies nine principal themes impacting Iran’s sports startup ecosystem: education and research, human capital, social capital, government policies, cultural values, infrastructure and supporting factors, economic factors, market dynamics, and technology—each comprising multiple dimensions. Policymakers and executives should implement appropriate and effective policies that consider these various layers and underlying factors.
Because startup creation and growth are untenable without cultivating an entrepreneurial culture, government, private sector, institutions, and other stakeholders must collaborate to promote and nurture this culture. Media outlets should intensify awareness campaigns about sports startups, spotlight successful entrepreneurs, and disseminate information to highlight emerging startup opportunities across diverse domains.
Keywords: Business, Innovation, Sports Startups, Startup Ecosystems, Ecosystem Model
Article Message
While overarching frameworks for startup ecosystems exist, our findings highlight nuanced distinctions in the underlying layers specific to sports startup ecosystems. Success in Iran’s sports startups demands a comprehensive understanding of these ecosystem components, with government policies and economic factors occupying particularly prominent roles.
Ethical Considerations
This research complied with ethical standards, securing participant consent and safeguarding confidentiality. Participant feedback was integrated into the research process, and efforts were made to eliminate bias during data collection and analysis.
Authors’ Contributions
All authors equally participated in the design, implementation, and manuscript preparation phases of this study.
Conflict of Interest
The authors declare no conflicts of interest pertaining to this publication.
Acknowledgments
The authors extend sincere gratitude to all contributors, especially sports startup founders and entrepreneurs, for generously sharing their time and insights.
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