Research on Educational Sport

Explain and validate the factors affecting the strategist breeding in sports organizations (Case study: General offices of sports and youth in the provinces of the country)

Document Type : Research Paper

Authors

faride taghipour jahromi 1
masoud naderian jahromi 2
Seyedeozra Mirkazemi 3

1 Sport Management, Sport Sciences Faculty, University of Isfahan, Isfahan, Iran

2 PhD, Associate Professor, Faculty of Physical Education and Sport Science, Isfahan University, Isfahan, Iran

3 Sport Management, Sport Sciences Faculty, University of Birjand, Birjand, Iran

https://doi.org/10.22089/res.2022.11776.2190
Abstract
The purpose of this study was to explain and validate the factors affecting the strategist breeding in the general offices of sports and youth in the provinces of the Country. The research method was exploratory mix which was performed in two parts: qualitative and quantitative and by field method. The statistical population in the qualitative section was executive and scientific experts related to the field of sports, and 12 of them were interviewed by snowball method until reaching theoretical saturation. The statistical population of the quantitative section was general managers and deputies of general offices of sports and youth and faculty members of sports management of public universities across the country (305 people), according to Morgan's table, 179 people were selected by stratified random sampling.
The research tool was a qualitative part of the interview and a quantitative part of the questionnaire from the interview with experts whose validity and reliability were examined. Data analysis was performed in the qualitative part using grounded theory with a constructivist approach and in the quantitative part using Smart PLS software. The results showed that the three factors of strategist competencies, methods of developing strategist competencies and organizational requirements affect strategist breeding and by breeding and employing strategist force, we can witness the dynamism, growth and excellence of sports organizations.

Keywords

Strategist Competencies
Development Methods
Organizational Requirements
  1. Angwin, D., Paroutis, S., & Mitson, S. (2009). Connecting up strategy: are senior strategy directors a missing link? California Management Review, 51(3), 74-94.‏
  2. Askari Bajgarani, M., Shaemi, A., Alame, SM. (2013). Assessing the level of talent management strategies in Isfahan city municipality. semi-annually urban management,10(29),277-286.(Persian).
  3. Beatty, K., & Quinn, L. (2010). Strategic command taking the long view for organizational success. Leadership in Action, 30(1), 3-7.
  4. Breene, R. T. S., Nunes, P. F., & Shill, W. E. (2007). The chief strategy officer. Harvard business review,85(10), 1-12.
  5. Chamanifard, R., Nikpour, A., & Chamanifard, S. (2015). The effect of social capital on organizational performance: The mediating role of employee’s job satisfaction. International Review of Management and Business Research, 4(3), 852-860.
  6. Coughlan, E. K., Williams, A. M., McRobert, A. P., & Ford, P. R. (2014). How experts practice: A novel test of deliberate practice theory. Journal of Experimental Psychology: Learning, Memory, and Cognition, 40(2), 1-10.
  7. De Vries, M. F. K. (2007). Decoding the Team Conundrum: The Eight Roles Executives Play. Organizational Dynamics, 36(1), 28-44.
  8. Dori, B., Arabi, S.M., Moghadam, A. (2012). Contingency model of senior managers breeding. Public Administration PersPective (PAP), 3(4), 35-63. (Persian).
  9. Dortaj, F., Shariat, S., AbbasPour, A., Delavar, A., & Sadipour, E. (2017). Explaining and Presenting the Strategist training Model in The National Iranian Oil Company Based on Grounded Theory. Human Resource Management in Oil Industry, 9 (33),3-34. (Persian)
  10. Dos Santos, M. (2016). 5 Skills You Need To Be a Strategist. Business and Marketing Strategy. Available at: (TheMarketingSite.com).
  11. Goldman, E. F., Scott, A. R., & Follman, J. M. (2015). Organizational practices to develop strategic thinking. Journal of Strategy and Management, 8(2), 155-175.
  12. Goodarzi, M., Ghorbani, MH., Safari, HR. (2015). Identify and Developing the Model of Obstacles of Successful Implementation of Strategic Plan in Sport and Youth Ministry of Iran. Sports Management Studies, 31(12),13-32. (Persian).
  13. Grant, R. M., & Baden-Fuller, C. (2018). How to develop strategic management competency: Reconsidering the learning goals and knowledge requirements of the core strategy course. Academy of Management Learning & Education,17(3), 322-38.
  14. Grazzini, F. (2013). How do managers make sense of strategy? European Business Review,‏25 (6), 484-517.
  15. Haji Mir, SA. (2017). A look at strategic management. Tehran:Sokhanvaran. (Persian).
  16. Hambrick, D. Z., Oswald, F. L., Altmann, E. M., Meinz, E. J., Gobet, F., & Campitelli, G. (2014). Deliberate practice: Is that all it takes to become an expert? Intelligence, 45, 34-45.
  17. Hashim, M. K. (2016). Approaches to formulating business strategy: A review. Arabian Journal of Business and Management Review, 7(1), 1-7.
  18. Lashkar Bloki, M. (2016). Implementation of strategy, Step by step guide to implementing the strategy in action (Fourth Edition).Tehran: Ariana Ghalam Publications. (Persian).
  19. MacLean, D., & MacIntosh, R. (2015). Planning reconsidered: Paradox, poetry and people at the edge of strategy. European Management Journal, 33(2), 72-78.‏
  20. Malek Akhlaq., Taleghani. M., Mehdizadeh, M. (2018). Strategy, strategist, new approaches to strategic management. Tehran: Alvandpooyan. (Persian).
  21. Marashian, H., & Alidoust, E. (2019). Developing Strategic Plan of Khouzestan Sport and Youths Offices (Sport Sector). Sport Physiology & Management Investigations, 10(4), 43-63.‏ (Persian).
  22. Mirsafian, H. (2018). Role of Perceived Organizational Image on Staff's Change Management in Sport Organizations of Isfahan, with Mediating the Emotional Intelligence. Journal of Human Resource Management in Sport, 5(1), 101-115.
  23. Montgomery, C. A. (2008). Putting leadership back into strategy. Harvard business review, 86(1), 54-60.
  24. Nazari, R., Tabatabaei, M., & Karimian, J. (2017). An Analysis of the Barriers to Implementing Isfahan Sports Strategic Plan Based on the Fortune Model. Journal of Sport Management, 9(1), 99-112.‏ (Persian).
  25. Norzailan, Z., Othman, R. B., & Ishizaki, H. (2016). Strategic leadership competencies: what is it and how to develop it? Industrial and commercial training,48(8),394-399.
  26. Norzailan, Z., Yusof, S. M., & Othman, R. (2016). Developing strategic leadership competencies. Journal of Advanced Management Science, 4(1), 66-71
  27. Nuntamanop, P., Kauranen, I., & Igel, B. (2013). A new model of strategic thinking competency. Journal of Strategy and Management, 6(3), 64-242.
  28. Onibere, M., Ahmad, A., & Maynard, S. B. (2017). The Chief Information Security Officer and the Five Dimensions of a Strategist. In PACIS, 1-14.
  29. Peyman Far, MH., Elahi, A., Hamidi, M. (2012). Infrastructural barriers of the country's sports system in the implementation of strategic plans. The Socio-Cultural Research Journal of Rahbord, 1(3), 145-155. (Persian).
  30. Shabani Bahar, G., Poursoltani Zarandi, H., & Zarean, H. (2013). Performance Evaluation of Research Institute of Physical Education and Sport Sciences of Researches, Sciences and Technology Ministry from 1999 to the late of 2009. Sport Management Studies, 20 (5), 37-62. (Persian).
  31. Shin, J., Taylor, M. S., & Seo, M. G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. Academy of Management journal, 55(3), 727-748.
  32. Shum, C., Gatling, A., & Shoemaker, S. (2018). A model of hospitality leadership competency for frontline and director-level managers: Which competencies matter more? International Journal of Hospitality Management, 74, 57-66.
  33. Stamevska, E., & Stamevski, V. (2020). Decisions and skills of the strategic leaders. Economics and Management. 17(1),140-146.
  34. Staskevica, A. (2019). The ImporTance of compeTency model developmenT. International Journal of Arts Management, 20(2), 20-31.
  35. Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of management review. 29(2), 222-240.‏
  36. Zarei, M. A., AFJA, S. A., KHasheie, V., & Delshad Tehrani, M. (2017). Compilation of the Components of Strategic Leadership Characteristics and its Match Compliance with the Properties of the Senior Managers at Farhangian University. Jiera, 11(38), 137-170. (Persian).

  • Receive Date 17 November 2021
  • Revise Date 05 February 2022
  • Accept Date 13 February 2022

Home

Publication Ethics

Submit Manuscript

News

Journal Metrics

Contact Us