Sport Management Studies

Designing an Optimal Model for Outsourcing Sports Project Management

Document Type : Research Paper

Author

Mehdi Gharib

Department of Civil Engineering, AK.C., Islamic Azad University, Aliabad Katoul, Iran

https://doi.org/10.22089/smrj.2025.4848
Abstract
Background and Purpose
Outsourcing has become a strategic approach for organizations worldwide, enabling them to optimize resources, enhance specialization, and focus on core activities. In the sports sector, outsourcing is particularly significant due to the complexity of construction and management projects, which often involve technical, financial, and organizational challenges. In Iran, budget limitations, political pressures, and weak institutional structures have encouraged the transfer of sports projects to the private sector. However, the absence of clear frameworks, inadequate contractor selection mechanisms, and weak supervisory systems frequently result in inefficiencies and failures. Despite numerous studies on outsourcing in sports, a comprehensive and practical model tailored to the unique requirements of sport project management remains lacking. This study addresses this gap by designing an optimal outsourcing model for sport project management in Iran. Grounded theory methodology was applied to explore the causal, contextual, and intervening conditions, as well as the strategies and outcomes shaping effective outsourcing practices.
 
Methods
This research adopted a qualitative, exploratory approach using grounded theory based on Strauss and Corbin’s systematic method. The primary data collection instrument was semi-structured interviews with experts and stakeholders directly engaged in sports project management and outsourcing. The study population encompassed four main groups: senior managers of the Ministry of Sport and Youth, professional sports club managers, university professors specializing in sport management and project management, and executive experts with direct experience in sports construction projects. A purposive sampling method was employed to select knowledgeable participants, followed by theoretical sampling as the analysis progressed to enrich emerging categories.
A total of 18 interviews were conducted, each lasting between 45 and 60 minutes, until theoretical saturation was achieved. The interviews were transcribed verbatim and subjected to a three-stage coding process: open, axial, and selective coding. These procedures allowed the researchers to identify key themes across six dimensions: causal conditions, contextual conditions, intervening conditions, strategies, outcomes, and the central phenomenon.
To ensure validity and reliability, multiple verification techniques were applied. Member checking was conducted by sharing interpretations with participants to confirm accuracy. Peer review and code comparison with a research collaborator helped refine coding consistency. Detailed documentation of analytical decisions, memos, and coding records created an audit trail for transparency. Triangulation was achieved by including diverse participant groups, enhancing the credibility and richness of the data.
The final model was constructed by integrating codes into categories and linking them within the grounded theory paradigm model. This structure facilitated a holistic understanding of outsourcing in sport project management, identifying not only barriers and challenges but also practical pathways for successful implementation within Iran’s socio-economic and institutional context.
 
Results
The findings revealed a multi-layered framework influencing outsourcing in sports project management. At the causal level, weaknesses in contractor selection emerged as a major obstacle. Participants emphasized that non-transparent procedures, reliance on personal relationships, lack of standardized evaluation criteria, and insufficient databases of qualified contractors led to inefficiencies. Administrative and political pressures also influenced decision-making, often resulting in hasty or imposed project assignments. Additionally, limited managerial knowledge and failure to learn from past unsuccessful experiences exacerbated these inefficiencies.
Contextual conditions further constrained effective outsourcing. Financial instability, delayed budget allocations, inflation, and ow investment attractiveness reduced private sector participation. Institutional fragmentation, overlapping responsibilities among governmental bodies, and policy instability created confusion and conflict. A negative organizational culture, characterized by mistrust toward private contractors and resistance from internal staff, hindered smooth implementation. Furthermore, ambiguous legal frameworks and weak contractual guarantees limited enforcement and accountability.
Intervening conditions included the level of regulatory support, the effectiveness of monitoring systems, contractor motivation, stakeholder involvement, and management stability. Weak project monitoring, insufficiently trained supervisors, opportunistic contractor behavior, and a lack of stakeholder alignment emerged as recurring challenges. Frequent managerial turnover also disrupted project continuity, undermining trust and accountability.
In response to these challenges, the study identified several strategic solutions. These included developing standardized frameworks and contract templates, reforming internal procedures, enhancing monitoring mechanisms through dashboards and performance indicators, and empowering contractors with training and certification requirements. Strengthening organizational knowledge through workshops and documentation of outsourcing experiences was also highlighted. Moreover, promoting stakeholder engagement, including local councils and private companies, was deemed essential for legitimacy and sustainability. Transparency initiatives, such as public disclosure of contract awards and mechanisms for addressing grievances, were identified as critical steps toward accountability.
The outcomes of effective outsourcing, when strategies were properly implemented, were clustered into four categories. These included organizational efficiency (faster project completion, reduced bureaucratic bottlenecks), financial savings (reduced costs and better resource allocation), improved execution quality (use of specialized contractors and advanced technologies), and expanded private sector participation (increased competitiveness, local employment, and regional development). However, potential managerial and legal challenges, such as reduced government control and contractual disputes, remained significant risks if oversight mechanisms were weak.
Overall, the model illustrates that outsourcing in sports project management is a dynamic, multi-factorial process that requires careful alignment of contextual, institutional, and managerial elements to ensure successful outcomes.
 
Conclusion
This study provides a comprehensive, grounded model for optimizing outsourcing in sports project management in Iran. The results underscore that outsourcing is not merely a financial decision but a complex managerial, institutional, and cultural process. Success depends on addressing systemic weaknesses, such as inadequate contractor selection, political interference, financial instability, and unclear legal frameworks. The proposed strategies—including standardized structures, enhanced monitoring, contractor empowerment, stakeholder engagement, and transparency—can transform outsourcing into a tool for improving efficiency, saving costs, and promoting sustainable private sector involvement. Nonetheless, without consistent regulatory support, stable governance, and professional oversight, outsourcing risks producing inefficiencies and disputes. The final model offers practical guidance for policymakers and managers in the sports sector, providing a structured roadmap to navigate challenges while maximizing opportunities. By adopting this model, organizations can align outsourcing practices with national priorities, thereby contributing to sustainable development in sports infrastructure and services.
 
 
Article Message
The central message of this article is that outsourcing in sports project management must be viewed as a strategic, multi-dimensional process rat her than a simple transfer of responsibilities. Effective implementation requires a clear framework that integrates causal, contextual, and intervening factors into coherent strategies. By adopting standardized structures, empowering contractors, strengthening monitoring systems, and fostering transparency, outsourcing can yield significant benefits, including efficiency gains, cost reductions, and improved service quality. The proposed grounded model serves as a practical decision-making tool for sports managers and policymakers seeking to achieve sustainable and accountable project execution in the sports sector.
Ethical Considerations
The authors confirm that all steps and requirements of this study comply with ethical guidelines.
Authors’ Contributions
Conceptualization: Mehdi Gharib
Data Collection: Mehdi Gharib
Data Analysis: Mehdi Gharib
Manuscript Writing: Mehdi Gharib
Review and Editing: Mehdi Gharib
Responsible for Funding: Mehdi Gharib
Literature Review: Mehdi Gharib
Project Manager: Mehdi Gharib
Any other Contributions: This study was carried out solely by the corresponding author.
 
 
 
Conflict of Interest
None to declare.
 
Acknowledgments
The authors are grateful to all the participants who took part in this research

Keywords

Outsourcing, Sport Project Management, Executive Strategy, Private Sector Participation
Subjects
 
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Sport Management Studies
Volume 17, Issue 94
January and February 2026
Pages 59-82

  • Receive Date 16 September 2025
  • Revise Date 05 November 2025
  • Accept Date 22 November 2025

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