Sport Management Studies

Designing a Model for Creating Sustainable Incomes in the Wrestling Federation of the Islamic Republic of Iran

Document Type : Research Paper

Authors

Mohammad Hossein Ghorbani 1
Godratollah Bagheri Ragheb 2
Ali Saberi 2
Behnam Asadzadeh 3

1 Associate Professor, Department of Management and Policy Making in Sports, Sport Sciences Research Institute, Tehran, Iran

2 Associate Professor, Department of Sports Management, University of Tehran, Qom

3 Master of Science in Sports Management and marketing, Department of Sports Management, University of Tehran, Qom, Iran

https://doi.org/10.22089/smrj.2025.18385.4183
Abstract
Background and Purpose
Financial resources and revenue generation form the foundation of activities for any organization, including sports organizations, and are a primary requirement for organizing and managing all sports activities. Sports federations are among the most important organizations and pillars of sport, acting as governing bodies for sports disciplines at national and international levels. Today, sports federations have become significant players in the global economy and function as business platforms.
The Wrestling Federation, as one of Iran's most successful sports federations, faces financial constraints like others and requires the creation of sustainable revenue sources. A review of existing research indicates that, in Iran, no study has specifically investigated revenue generation in wrestling. Previous research has primarily emphasized a general examination of factors influencing federation performance and financial affairs. Furthermore, differences across disciplines—including levels of popularity, diversity in fan base size, inflation, and disparities in access to infrastructure—mean that revenue generation factors vary significantly among federations. Consequently, a case-specific study of individual federations is essential. Accordingly, this research examines and proposes a model for sustainable revenue generation within the Wrestling Federation of the Islamic Republic of Iran.
 
 
Methods
This study is qualitative in structure and nature, employing the grounded theory approach and the structured paradigm model of Strauss and Corbin (1990) to develop the research model. Data were collected through semi-structured interviews with 21 wrestling elites and experts. Purposive sampling was employed, which continued via snowball sampling until theoretical saturation was achieved in the interview and data collection processes.
Data analysis followed a data-driven approach using a three-stage coding process (open, axial, and selective) to identify the central phenomenon as well as causal, contextual, and intervening conditions, along with strategies and outcomes.
To ensure validity and reliability, structured processes were implemented, including consistent interviewers, identical core questions, and systematic procedures for recording, transcribing, and interpreting data. To verify coding consistency and data validity, the reliability coefficient and Scott's Pi test were utilized. This test measures inter-coder agreement. After initial coding by the primary researcher, 20% of the interview content was selected and independently re-coded by a second coder. Based on the agreed-upon categories, an inter-coder reliability coefficient of 83.3% was achieved. The relevant calculation is presented below.
 
Results
During the coding stage, 125 initial independent codes were generated. Analysis revealed that the most frequent and focused themes were marketing and attention to the federation's stakeholders, with most suggestions and comments revolving around these two areas. Consequently, the central phenomenon of the model was identified as "Marketing and Stakeholder Management." In other words, taking action related to marketing and engaging with the federation's stakeholders constitutes the primary focus for creating sustainable revenue.
Following data coding, components related to causal, contextual, and intervening conditions, strategies, and outcomes were identified and categorized as follows:
· Causal Conditions: Eighteen codes were identified as causal conditions that drive or compel efforts toward developing sustainable revenue generation in the wrestling federation. These were categorized into four concepts: rising inflation, instability in government support for wrestling, the role of credit in developing processes and performance, and increasing competitor capabilities.
· Contextual Conditions: These encompass specific variables that, alongside intervening conditions, influence strategies related to the central phenomenon. Twenty codes for contextual factors were grouped into four concepts: public interest in wrestling, lack of a revenue-generation mindset, relative support for wrestling, and the sport's attractiveness in Iran.
· Intervening Conditions: These are general conditions that, combined with contextual factors, affect sustainable revenue-generation strategies. Sixteen codes were identified as intervening factors and categorized into four concepts: weakness in program-centric planning, reluctance to achieve independence, insufficient media support, and an unfavorable business environment.
· Strategies: These represent the interactions and activities adopted in response to the central phenomenon, influenced by intervening and contextual conditions. Forty-nine codes for strategies were grouped into nine concepts: program-centricity, promoting wrestling, legal support, free access to facilities, establishing productive institutions, developing sports events, empowering human resources, expanding product and service sales, and developing marketing.
Outcomes: These are the results of implementing the strategies for sustainable revenue generation. Twenty-one codes were summarized as outcomes and categorized into five concepts: improved national and international wrestling performance, social development through wrestling, sustainable growth of wrestling, self-sufficiency and independence of wrestling, and increased satisfaction and commitment.
 
Conclusion
This study developed a model for creating sustainable revenue for the Wrestling Federation of the Islamic Republic of Iran. The model encompasses causal factors and drivers that clarify the necessity of moving toward revenue generation. By explaining the contexts for developing revenue generation, it outlines intervening factors and, by proposing development solutions, specifies the ultimate outcomes. Finally, it should be emphasized that the developmental path identified by this research is broad, and future studies can focus in-depth on each of the factors identified here.
 
Article Message
Improving national and international wrestling performance will foster both the quantitative growth and qualitative development of the sport. This growth and development will lead to better competitive results and an enhanced global ranking for Iran. Furthermore, improving revenue generation within the wrestling federation can contribute to social development, the sustainable growth of wrestling, the sport's self-sufficiency and independence, and increased satisfaction and commitment among human resources and fans.
Ethical Considerations
This study was conducted in compliance with all relevant ethical standards in sports management research.
Authors’ Contributions
This article is derived from a master's thesis. In accordance with university regulations, the student, supervisor, and advisor contributed to the compilation of this article.
Conflict of Interest
The authors declare no conflicts of interest pertaining to this publication.

Keywords

Revenue Generation, Wrestling Federation, Grounded Theory, Marketing
Subjects
 
1.     Bayle, E., & Clausen, J. (2024). A conceptual model to understand and assess International Sport Federations’ organizational performance. Journal of Global Sport Management, 1–25. https://doi.org/10.1080/24704067.2024.2327067
2.     Bouzhmehrani, S., Razavi, S. M. H., Dousti, M., Akbarihossein, H., & Elahi, A. (2021). Obstacles and solutions for deploying quality management in sports federations. Journal of Sport Management and Development, 10(1), 142-160. https://doi.org/10.22124/jsmd.2021.5032  [In Persian].
3.     Chadwick, S., Nicholas, B., Widdop, P., & Bond, A. (2023). Networks, strategy and sport: The case of city football group. Journal of Strategy and Management. https://doi.org/10.1108/JSMA-01-2022-0015
4.     Chappelet, J.-L. (2018). beyond governance: The need to improve the regulation of international sport. Sport in Society, 21(5), 724–734. https://doi.org/10.1080/17430437.2018.1401355
5.     Clausen, J., Bayle E. (2017). Major sport events at the centre of international sport federations' resource strategy. In Dodds M., Heisey K., & Ahonen A. (Eds), Roultedge handbook of international sport business. London: Routledge.
6.     Clausen, J., Bayle, E., Giauque, D., Ruoranen, K., Lang, G., Nagel, S., Klenk, C., & Schlesinger, T. (2018). Drivers of and barriers to professionalization in international sport federations. Journal of Global Sport Management, 3(1), 37–60. https://doi.org/10.1080/24704067.2017.1411165
7.     Cuesta-Valiño, P., Gutiérrez-Rodríguez, P., Loranca-Valle, C. (2021). Sustainable management of sports federations: The indirect effects of perceived service on member’s loyalty. Sustainability, 13, 458. https://doi.org/10.3390/su13020458
8.     De Bosscher, V., De Knop, P., Van Bottenburg, M., & Shibli, S. (2006). A conceptual framework for analysing sports policy factors leading to international sporting success. European Sport Management Quarterly, 6(2), 185–215. https://doi.org/10.1080/16184740600955087
9.     Dees, W., Walsh, P., McEvoy, C. D., McKelvey, S., Mullin, B. J., Hardy, S., & Sutton, W. A. (2022). Sport marketing. Human Kinetics.
10.   Ehsani, M., Mohammad, Z., Eghbali, M. (2008). Investigating the reasons for sponsors’ lack of support for professional women’s sports. Mashhad, Isfahan, Movement and Sports Sciences, 6(12). [In Persian].
11.   Geeraert, A., Mrkonjic, M., & Chappelet, J.-L. (2015). A rationalist perspective on the autonomy of international sport governing bodies: Towards a pragmatic autonomy in the steering of sports. International Journal of Sport Policy and Politics, 7(4), 473–488. https://doi.org/10.1080/19406940.2014.925953
12.   Ghiamirad, A., & Moharamzadeh, M. (2008). The comparison between income channels of Iran and japan karate federations. Research on sport science, 5(17), 89-100. [In Persian].
13.   Guevara, J. C., Martín, E., & Arcas, M. J. (2021). Financial sustainability and earnings management in the spanish sports federations: A multi-theoretical approach. Sustainability (Switzerland), 13 (4), 1–16. https://doi.org/10.3390/su13042099
14.   Hamakos, A. (2004). Sport business in the next decide: A general over view of expected trends. Journal of Sport Management, 15, (4). 275-296. https://doi.org/10.1123/jsm.15.4.275
15.   Hums, M. A., Kluch, Y., Schmidt, S. H., & MacLean, J. C. (2023). Governance and policy in sport organizations. London: Routledge. https://doi.org/10.4324/9781003303183Ihnatenko
16.   Islamic Consultative Assembly. (2021). Statutes of Amateur Sports Federations of the Islamic Republic. Retrieved from https://rc.majlis.ir/fa/law/show/1667739  [In Persian].
17.   Le´sniewska, A., Stosik, A., Łasi ´nski, G. (2018). The effectiveness of the Polish Sport Federations in athletes’ opinion. Journal of Positive Management, 9, 34–55. http://dx.doi.org/10.12775/JPM.2018.141
18.   Marshchivskyy, M. (2024). The marketing potential of sports federations as business platforms in retail. Law, Business and Sustainability Herald, 4(1), 36–48. https://orcid.org/0009-0000-1466-1158
19.   Moon, P., Bayle, E., & François, A. (2022) Assessing international sport federations' sustainability practices: Toward integrating sustainability in their main sports events. Front Sports Act Living, 13, 3.
20.   Nagel S., Schlesinger T., Bayle E., & Giauque D. (2015). Professionalisation of sport federations - a multi-level framework for analysing forms, causes and consequences. European Sport Management Quarterly, 15, 407–433. https://doi.org/10.1080/16184742.2015.1062990
21.   Rajabi, M., Soltan Hoseini, M., Razavi, M.H., & Hoseini, E. (2012). The role of medias and spectators in attracting the private sector investment in championship sport. Sport Management Review, 4(13), 93-106.
22.   Reiche, D. (2015). Investing in sporting success as a domestic and foreign policy tool: The case of Qatar. International Journal of Sport Policy and Politics, 7(4), 489–504. https://doi.org/10.1080/19406940.2014.966135
23.   Safarpour, A., Alidoust Qahfarokhi, E., Jalali Farahani, M., & Jafari Hajin, A. (2023). Examining obstacles to professionalization of sports federations of Iran. Sport Management Journal, https://doi.org/10.22059/jsm.2023.352230.3070   [In Persian].
24.   Sangtarash, G., Saatchian, V., Mohammadkhani, J., & Kashtidar, M. (2024). Identifying sustainable revenue generation strategies for selected sports federations. Applied Research of Sport Management, 13(2), 49-58. https://doi.org/10.30473/arsm.2024.68499.3785
25.   Seifpanahi Shabani, J., Gharehkhani, H., & Naderi, F. (2018). The role of sport marketing mix in generating revenue for Iranian Football Clubs. Annals of Applied Sport Science, 6(1), 95-102.
26.   Schwarz, E. C., & Hunter, J. D. (2017). Advanced theory and practice in sport marketing. Butterworth-Heinemann.
27.   Shahmansouri, E., Saadatmandi, J., & Salehi, S. (2021). prioritize and analyze the role of marketing mix elements on the income level of private sports facilities in Qom Province. Sports Marketing Studies, 2(3), 92-122. https://www.doi.org/10.34785/J021.2021.964. [In Persian].
28.   Shavandina, O., Kovalenko, E. (2021). Improving the analysis of financing sources of sports organizations of various organizational and legal forms in Russia. Journal of Physical Education and Sport, 21: 2001-9.
29.   Strauss, A., & Corbin, J. M. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Sage Publications, Inc.
30.   Torres, L., Martin, E., ^ Guevara, J.C. (2018). The gold rush: Analysis of the performance of the Spanish Olympic federations. Cogent Social Sciences, 4(1). https://doi.org/10.1080/23311886.2018.1446689
31.   Vahedizadeh, M., Aghae, N., & Elahi, A. (2021). Strategies for developing financial resources and income of sports federations in Iran: Findings of a qualitative study. Sport Physiology & Management Investigations, 12(4), 153-168.
32.   Vahedizadeh, M., Aghaei, N, & Elahi, A. (2021). Strategies for Developing Financial Resources and Income of Sports Federations in Iran: Findings of a qualitative study. Sport Physiology & Management Investigations, 12(4), 153-168.  [In Persian].
33.   Zeimers G., Lefebvre A., Winand M., Anagnostopoulos C., Zintz T., Willem A. (2021). Organisational factors for corporate social responsibility implementation in sport federations: a qualitative comparative analysis. European Sport Management Quarterly, 21, 173–193. https://doi.org/10.1080/16184742.2020.1731838
Sport Management Studies
Volume 17, Issue 94
January and February 2026
Pages 37-58

  • Receive Date 12 August 2025
  • Revise Date 16 October 2025
  • Accept Date 04 November 2025

Home

Publication Ethics

Submit Manuscript

News

Journal Metrics

Contact Us