۱.
The present study aimed to investigate the impact of talent management and corporate social responsibility on the sustainable competitive advantage of sports organizations. This research employed a descriptive-correlational method with data collected through a field study. The study population comprised 110 employees of the General Department of Sports and Youth in West Azerbaijan Province in 2022. Based on the Morgan table, a sample of 86 employees was selected using simple random sampling. The research instruments included three standardized questionnaires. Data were analyzed using descriptive statistics in SPSS 23 and structural equation modeling, specifically confirmatory factor analysis, in Smart PLS 3.1.1. The results of the study indicate that the research model fits well, with talent management (p=0.001; t=30.990) and corporate social responsibility (p=0.001; t=3.270) having a positive and significant impact on achieving a sustainable competitive advantage in sports organizations. These findings highlight that the effective integration of these two factors can significantly contribute to creating and maintaining a competitive edge. Therefore, sports organizations can enhance their competitive position and ensure long-term success by investing in human resource development and adhering to their economic, legal, ethical, and social responsibilities.
۲.
The present study was conducted to investigate the effect of social entrepreneurship education (SEE) on social entrepreneurial self-efficacy (SESE) and social entrepreneurial intention (SEI) of sports science students in a semi-experimental method. The research population of the study included 41 undergraduate sports science students of the University of Neyshabur, who were randomly divided into two experimental and control groups. The experimental group received SEE in eight sessions, while the control group received no intervention. Two main tools were used to collect data: the SESE and the SEI assessment scales. SEE was developed using Shahid and Alarifi's (2021) procedure and ran for ten ninety-minute sessions. Data analysis was done using the covariance test analysis. Results showed that SEE significantly affected SESE, so about 18% of post-test score changes are related to this training. In contrast, the effect of SEE on SEI was not statistically significant, which means that changes in SEI are not related to the impact of SEE. This study showed that SEE can significantly improve SESE, but its effect on SEI was insignificant and needs more research. To enhance the effectiveness of SEE on SESE, it is recommended to incorporate more practical components such as internships, real-world projects, and case studies. These hands-on experiences can provide sport sciences’ students with the confidence and skills needed to succeed in social entrepreneurship.
۳.
The purpose of this study was to design a model of organizational insentience (OI) of human resources (HR) in the Iraqi ministry of sports based on grounded theory through a mixed method research. The participants in the qualitative section included 15 managers and experts from the Iraqi ministry of sports, selected through purposive/snowball sampling and theoretical saturation. The sample in the quantitative section, encompassed a convenient sample of 296 managers and experts from Iraqi sports departments. The data collection tools used in this study included a set of semi-structured interviews, and a highly reliable (Cronbach’s alpha= 0.89) researcher-developed questionnaire. The analysis unveiled 123 open codes, 27 axial codes, and 6 selection codes, presented through a six-variable model, encompassing causal, contextual, and intervening factors, the axial phenomenon, strategies, and the outcomes of OI in human resources. The results included identification of the most important components such as leadership and management, organizational culture and communication, organizational structure and processes, environment and working conditions leading to OI in human resources. Additionally, to mitigate this negative complication, strategies such as enhancing motivation and fostering employee participation, improving employees' organizational identity, the researcher suggests implementing a justice-oriented organizational culture, bolstering innovation and creativity within the organization, strengthening inter-organizational cooperation, and reinforcing employee support and counseling systems.
۴.
This study was conducted with the aim of identifying and prioritizing the ethical dimensions of marketing in the sale of sports equipment in Yazd province, Iran. The research was a mixed exploratory study conducted in the field. The research population in the qualitative and quantitative sections included all individuals who made sports purchases in 2023. In the qualitative section, 16 individuals were interviewed using the snowball method until theoretical saturation was reached. For the quantitative section, according to Krejcie and Morgan table, 384 individuals were randomly selected from 6 counties (Yazd, Meybod, Ardakan, Mehriz, Khatam, and Bafq) as the sample. The research tools in the qualitative section were interviews, and in the quantitative section, questionnaires derived from the interviews, which were examined for validity and reliability. For data analysis, descriptive statistical methods (mean, standard deviation) and inferential statistical methods (exploratory factor analysis and second-order confirmatory factor analysis) were used. The research results showed that the ethical dimensions of marketing in the sale of sports equipment were identified in four components (product, price, distribution, and promotion). In general, it can be said that by identifying the ethical dimensions of marketing in the sale of sports equipment, on one hand, it helps develop ethics in the field of sports marketing, and on the other hand, it enables officials to prevent unethical practices through increased attention and oversight of sellers' work in the identified areas, leading to greater customer satisfaction.
۵.
This study aimed to develop a model of the factors influencing the co-creation of brand value for professional football clubs and its consequences. This research was applied in nature and qualitative in method. The research population included sports management and marketing professors, and experts, as well as managers, vice presidents, and coaches from professional sports clubs. 23 individuals were selected using theoretical sampling. Data was collected through semi-structured in-depth interviews and was analyzed using grounded theory (Glazer method). The research revealed 385 primary codes in the open coding stage, which were then condensed into 93 more abstract concepts and 11 main categories in the selective coding stage. These were further categorized into two general categories: "factors influencing the co-creation of brand value for professional football clubs," consisting of 6 components, and "implications for the co-creation of brand value for professional football clubs," consisting of 5 components. In the theoretical coding stage, the final model of the research was developed. The findings suggest that managers and officials should develop appropriate strategies and take action to promote the co-creation of brand value for professional football clubs to reap its numerous benefits across various club departments.
۶.
The aim of this study is to investigate the mediating role of value co-creation and employee adaptability in the relationship between learning agility and organizational performance in basketball clubs. The current research method is correlational carried out in the field. The research population was managers and employees of basketball clubs in Iraq. 427 subjects were studied using the stratified sampling method. The learning agility questionnaires of Gravett and Caldwell (2016), the value co-creation of Nysveen and Pedersen (2014), the adaptability of Van Dam and Meulders (2021), and the organizational performance of Delshab et al. (2022) were used. SPSS version 18 and PLS version 3 software were used for data analysis. The results showed that learning agility has a significant relationship with value co-creation and employee adaptability. Moreover, there is a significant relationship between value co-creation and employee adaptability with organizational performance. Finally, value co-creation and employee’s adaptability have a mediating role in the relationship between learning agility and organizational performance. The current research showed that learning agility is a key concept for enhancing value co-creation and adaptability among employees, which leads to better organizational performance.
